,TESTBANK for Understanding Management , 12th
Edition Richard L. Daft
Notes
1- The file is chapter after chapter.
2- We have shown you few pages sample.
3- The file contains all Appendix and Excel
sheet if it exists.
4- We have all what you need, we make
update at every time. There are many
new editions waiting you.
5- If you think you purchased the wrong file
You can contact us at every time, we can
replace it with true one.
Our email:
,Name: Class: Date:
Ch 01: Leading Edge Management
True / False
1. The nature of management is to control and dictate others in an organization.
a. True
b. False
ANSWER: False
2. Recognizing the value of employees involves the organizing role of management.
a. True
b. False
ANSWER: False
3. Allocating resources across the organization is part of the organizing management function.
a. True
b. False
ANSWER: True
4. How an organization goes about accomplishing a plan is a key part of the management function of
controlling.
a. True
b. False
ANSWER: False
5. Where the organization wants to be in the future and how to get there defines controlling.
a. True
b. False
ANSWER: False
6. The use of influence to motivate employees to achieve the organization's goals refers to controlling.
a. True
b. False
ANSWER: False
7. Organizing means defining goals for future organizational performance and deciding on the tasks and
resources needed to attain them.
a. True
b. False
ANSWER: False
8. Controlling involves monitoring employees' activities and taking corrective action as necessary.
a. True
b. False
ANSWER: True
Copyright Cengage Learning. Powered by Cognero. Page 1
,Name: Class: Date:
Ch 01: Leading Edge Management
9. Leading is the use of influence to motivate employees to achieve organizational goals.
a. True
b. False
ANSWER: True
10. When an organization is deliberately structured, it is designed to achieve some outcome, such as
making a profit.
a. True
b. False
ANSWER: False
11. An organization is a social entity that is goal-directed and deliberately structured.
a. True
b. False
ANSWER: True
12. Efficiency refers to the degree to which the organization achieves a stated objective.
a. True
b. False
ANSWER: False
13. According to research, the best way to improve organizational effectiveness is by severe cost cutting.
a. True
b. False
ANSWER: False
14. The ultimate responsibility of managers is to achieve high performance by balancing efficiency and
effectiveness.
a. True
b. False
ANSWER: True
15. Efficiency can be defined as the amount of resources used to produce a product or service.
a. True
b. False
ANSWER: True
16. To perform effectively, all managers must possess conceptual, human, and technical skills, though the
degree of each skill necessary at different levels of an organization may vary.
a. True
b. False
ANSWER: True
Copyright Cengage Learning. Powered by Cognero. Page 2
,Name: Class: Date:
Ch 01: Leading Edge Management
17. Only the top managers in organizations need conceptual skills since planning is involved.
a. True
b. False
ANSWER: False
18. A manager's ability to work with and through other people and to work effectively as a group member
is called human skills.
a. True
b. False
ANSWER: True
19. Conceptual skills are needed by all managers, but especially by managers at the top.
a. True
b. False
ANSWER: True
20. One of the biggest mistakes during turbulent times is managers' failure to comprehend and adapt to
the rapid pace of change in the world around them.
a. True
b. False
ANSWER: True
21. Communication is considered a technical management skill.
a. True
b. False
ANSWER: False
22. Managers use conceptual, human, and technical skills to perform the four management functions of
planning, organizing, leading, and controlling in all organizations.
a. True
b. False
ANSWER: True
23. For middle managers, the liaison role is more important than the leader role.
a. True
b. False
ANSWER: False
24. Every manager's job is similar in its diversity and fragmentation.
a. True
b. False
ANSWER: True
Copyright Cengage Learning. Powered by Cognero. Page 3
,Name: Class: Date:
Ch 01: Leading Edge Management
25. Jordan is a first line supervisor at a manufacturing plant. Due to his role, it's likely that Jordan
averages one activity every 48 seconds.
a. True
b. False
ANSWER: True
26. New managers sometimes find themselves overwhelmed by the various activities, multiple
responsibilities, long hours, and the fast pace that comes with management.
a. True
b. False
ANSWER: True
27. Technology, such as e-mail, text messaging, smartphones, tablets, and laptops has lessened the pace
of a manager's work day.
a. True
b. False
ANSWER: False
28. Time is a manager's least valuable resource.
a. True
b. False
ANSWER: False
29. The spokesperson role involves performing ceremonial and symbolic duties, such as greeting visitors
and signing legal documents.
a. True
b. False
ANSWER: False
30. The negotiator role falls under the decisional characteristic.
a. True
b. False
ANSWER: True
31. The individual performer is a generalist and coordinates a broad range of activities.
a. True
b. False
ANSWER: False
32. Becoming a successful manager means thinking in terms of building teams and networks and
becoming a motivator and organizer within a highly interdependent system of people and work.
a. True
b. False
Copyright Cengage Learning. Powered by Cognero. Page 4
,Name: Class: Date:
Ch 01: Leading Edge Management
ANSWER: True
33. Most top executives routinely work at least 12 hours a day; historically, they have spent as much as 50
percent or more of their time traveling.
a. True
b. False
ANSWER: True
34. A manager forwards information to other organization members in the disseminator role.
a. True
b. False
ANSWER: True
35. In the spokesperson role, a manager forwards information to other organization members.
a. True
b. False
ANSWER: False
36. The informational roles that managers perform include monitor, disseminator, and spokesperson.
a. True
b. False
ANSWER: True
37. In the figurehead role, the manager performs ceremonial and symbolic duties.
a. True
b. False
ANSWER: True
38. The disturbance handler role involves the initiation of change and thinking about the future and how
to get there.
a. True
b. False
ANSWER: False
39. In a monitor role, the manager transmits current information to others, both outside and inside the
organization.
a. True
b. False
ANSWER: False
40. The relative emphasis that a manager puts on the ten manager roles depends on a number of factors,
such as a manager's position in the hierarchy, natural skills and abilities, type of organization, and
department goals to be achieved.
a. True
Copyright Cengage Learning. Powered by Cognero. Page 5
,Name: Class: Date:
Ch 01: Leading Edge Management
b. False
ANSWER: True
41. Nonprofit organizations, such as The United Nations Children's Fund and Doctors Without Borders,
represent a major application of management talent.
a. True
b. False
ANSWER: True
42. We might expect managers in nonprofit organizations to place more emphasis on the roles of
spokesperson, leader, and resource allocator.
a. True
b. False
ANSWER: True
43. Technological advances have resulted in employees becoming more empowered.
a. True
b. False
ANSWER: True
44. Today's managers rely on "management by keeping tabs" and play the role of a controller instead of
an enabler.
a. True
b. False
ANSWER: False
45. A historical perspective provides a narrower way of thinking, a way of searching for patterns and
determining whether they recur across time periods.
a. True
b. False
ANSWER: False
46. The early study of management as we know it today began with what is now called the technology-
driven workplace.
a. True
b. False
ANSWER: False
47. The classical perspective on management emerged during the 1800s.
a. True
b. False
ANSWER: True
48. The humanistic perspective contains four subfields: scientific management, bureaucratic
Copyright Cengage Learning. Powered by Cognero. Page 6
,Name: Class: Date:
Ch 01: Leading Edge Management
organizations, administrative principles, and management science.
a. True
b. False
ANSWER: False
49. Scientific management evolved with the use of precise procedures in place of tradition and rules of
thumb.
a. True
b. False
ANSWER: True
50. A criticism of human relations management is that it ignores the social context and workers' needs.
a. True
b. False
ANSWER: False
51. One of the criticisms of scientific management is that it did not acknowledge variance among
individuals.
a. True
b. False
ANSWER: True
52. Standardization of work and wage incentives are characteristics of behavioral science.
a. True
b. False
ANSWER: False
53. Scientific management developed a standard method for performing each job.
a. True
b. False
ANSWER: True
54. With clear definitions of authority and responsibility, division of labor is one of the six characteristics
of the ideal bureaucracy.
a. True
b. False
ANSWER: True
55. Administrative acts and decisions recorded in writing is one of the six characteristics of the ideal
bureaucracy.
a. True
b. False
ANSWER: True
Copyright Cengage Learning. Powered by Cognero. Page 7
, Name: Class: Date:
Ch 01: Leading Edge Management
56. Fayol's unity of command principle emphasizes that each subordinate receives orders from one, and
only one, superior.
a. True
b. False
ANSWER: True
57. The unity of direction principle proposes that similar activities in an organization should be grouped
together under one manager.
a. True
b. False
ANSWER: True
58. The scalar chain is a hypothetical chain that provides horizontal links between unionized workers in
different departments in an organization.
a. True
b. False
ANSWER: False
59. Scientific management focuses on employee competence, whereas administrative principles focus on
workflow through the organization.
a. True
b. False
ANSWER: False
60. Follett and Barnard were early advocates of a more humanistic perspective on management that
emphasized the importance of understanding human behavior, needs, and attitudes in the workplace as
well as social interactions and group processes.
a. True
b. False
ANSWER: True
61. Mary Parker Follett's approach to leadership stressed the importance of engineering techniques rather
than people.
a. True
b. False
ANSWER: False
62. A social group within an organization is part of the informal organization.
a. True
b. False
ANSWER: True
63. The Hawthorne studies resulted in the movement toward scientific management.
a. True
Copyright Cengage Learning. Powered by Cognero. Page 8
Edition Richard L. Daft
Notes
1- The file is chapter after chapter.
2- We have shown you few pages sample.
3- The file contains all Appendix and Excel
sheet if it exists.
4- We have all what you need, we make
update at every time. There are many
new editions waiting you.
5- If you think you purchased the wrong file
You can contact us at every time, we can
replace it with true one.
Our email:
,Name: Class: Date:
Ch 01: Leading Edge Management
True / False
1. The nature of management is to control and dictate others in an organization.
a. True
b. False
ANSWER: False
2. Recognizing the value of employees involves the organizing role of management.
a. True
b. False
ANSWER: False
3. Allocating resources across the organization is part of the organizing management function.
a. True
b. False
ANSWER: True
4. How an organization goes about accomplishing a plan is a key part of the management function of
controlling.
a. True
b. False
ANSWER: False
5. Where the organization wants to be in the future and how to get there defines controlling.
a. True
b. False
ANSWER: False
6. The use of influence to motivate employees to achieve the organization's goals refers to controlling.
a. True
b. False
ANSWER: False
7. Organizing means defining goals for future organizational performance and deciding on the tasks and
resources needed to attain them.
a. True
b. False
ANSWER: False
8. Controlling involves monitoring employees' activities and taking corrective action as necessary.
a. True
b. False
ANSWER: True
Copyright Cengage Learning. Powered by Cognero. Page 1
,Name: Class: Date:
Ch 01: Leading Edge Management
9. Leading is the use of influence to motivate employees to achieve organizational goals.
a. True
b. False
ANSWER: True
10. When an organization is deliberately structured, it is designed to achieve some outcome, such as
making a profit.
a. True
b. False
ANSWER: False
11. An organization is a social entity that is goal-directed and deliberately structured.
a. True
b. False
ANSWER: True
12. Efficiency refers to the degree to which the organization achieves a stated objective.
a. True
b. False
ANSWER: False
13. According to research, the best way to improve organizational effectiveness is by severe cost cutting.
a. True
b. False
ANSWER: False
14. The ultimate responsibility of managers is to achieve high performance by balancing efficiency and
effectiveness.
a. True
b. False
ANSWER: True
15. Efficiency can be defined as the amount of resources used to produce a product or service.
a. True
b. False
ANSWER: True
16. To perform effectively, all managers must possess conceptual, human, and technical skills, though the
degree of each skill necessary at different levels of an organization may vary.
a. True
b. False
ANSWER: True
Copyright Cengage Learning. Powered by Cognero. Page 2
,Name: Class: Date:
Ch 01: Leading Edge Management
17. Only the top managers in organizations need conceptual skills since planning is involved.
a. True
b. False
ANSWER: False
18. A manager's ability to work with and through other people and to work effectively as a group member
is called human skills.
a. True
b. False
ANSWER: True
19. Conceptual skills are needed by all managers, but especially by managers at the top.
a. True
b. False
ANSWER: True
20. One of the biggest mistakes during turbulent times is managers' failure to comprehend and adapt to
the rapid pace of change in the world around them.
a. True
b. False
ANSWER: True
21. Communication is considered a technical management skill.
a. True
b. False
ANSWER: False
22. Managers use conceptual, human, and technical skills to perform the four management functions of
planning, organizing, leading, and controlling in all organizations.
a. True
b. False
ANSWER: True
23. For middle managers, the liaison role is more important than the leader role.
a. True
b. False
ANSWER: False
24. Every manager's job is similar in its diversity and fragmentation.
a. True
b. False
ANSWER: True
Copyright Cengage Learning. Powered by Cognero. Page 3
,Name: Class: Date:
Ch 01: Leading Edge Management
25. Jordan is a first line supervisor at a manufacturing plant. Due to his role, it's likely that Jordan
averages one activity every 48 seconds.
a. True
b. False
ANSWER: True
26. New managers sometimes find themselves overwhelmed by the various activities, multiple
responsibilities, long hours, and the fast pace that comes with management.
a. True
b. False
ANSWER: True
27. Technology, such as e-mail, text messaging, smartphones, tablets, and laptops has lessened the pace
of a manager's work day.
a. True
b. False
ANSWER: False
28. Time is a manager's least valuable resource.
a. True
b. False
ANSWER: False
29. The spokesperson role involves performing ceremonial and symbolic duties, such as greeting visitors
and signing legal documents.
a. True
b. False
ANSWER: False
30. The negotiator role falls under the decisional characteristic.
a. True
b. False
ANSWER: True
31. The individual performer is a generalist and coordinates a broad range of activities.
a. True
b. False
ANSWER: False
32. Becoming a successful manager means thinking in terms of building teams and networks and
becoming a motivator and organizer within a highly interdependent system of people and work.
a. True
b. False
Copyright Cengage Learning. Powered by Cognero. Page 4
,Name: Class: Date:
Ch 01: Leading Edge Management
ANSWER: True
33. Most top executives routinely work at least 12 hours a day; historically, they have spent as much as 50
percent or more of their time traveling.
a. True
b. False
ANSWER: True
34. A manager forwards information to other organization members in the disseminator role.
a. True
b. False
ANSWER: True
35. In the spokesperson role, a manager forwards information to other organization members.
a. True
b. False
ANSWER: False
36. The informational roles that managers perform include monitor, disseminator, and spokesperson.
a. True
b. False
ANSWER: True
37. In the figurehead role, the manager performs ceremonial and symbolic duties.
a. True
b. False
ANSWER: True
38. The disturbance handler role involves the initiation of change and thinking about the future and how
to get there.
a. True
b. False
ANSWER: False
39. In a monitor role, the manager transmits current information to others, both outside and inside the
organization.
a. True
b. False
ANSWER: False
40. The relative emphasis that a manager puts on the ten manager roles depends on a number of factors,
such as a manager's position in the hierarchy, natural skills and abilities, type of organization, and
department goals to be achieved.
a. True
Copyright Cengage Learning. Powered by Cognero. Page 5
,Name: Class: Date:
Ch 01: Leading Edge Management
b. False
ANSWER: True
41. Nonprofit organizations, such as The United Nations Children's Fund and Doctors Without Borders,
represent a major application of management talent.
a. True
b. False
ANSWER: True
42. We might expect managers in nonprofit organizations to place more emphasis on the roles of
spokesperson, leader, and resource allocator.
a. True
b. False
ANSWER: True
43. Technological advances have resulted in employees becoming more empowered.
a. True
b. False
ANSWER: True
44. Today's managers rely on "management by keeping tabs" and play the role of a controller instead of
an enabler.
a. True
b. False
ANSWER: False
45. A historical perspective provides a narrower way of thinking, a way of searching for patterns and
determining whether they recur across time periods.
a. True
b. False
ANSWER: False
46. The early study of management as we know it today began with what is now called the technology-
driven workplace.
a. True
b. False
ANSWER: False
47. The classical perspective on management emerged during the 1800s.
a. True
b. False
ANSWER: True
48. The humanistic perspective contains four subfields: scientific management, bureaucratic
Copyright Cengage Learning. Powered by Cognero. Page 6
,Name: Class: Date:
Ch 01: Leading Edge Management
organizations, administrative principles, and management science.
a. True
b. False
ANSWER: False
49. Scientific management evolved with the use of precise procedures in place of tradition and rules of
thumb.
a. True
b. False
ANSWER: True
50. A criticism of human relations management is that it ignores the social context and workers' needs.
a. True
b. False
ANSWER: False
51. One of the criticisms of scientific management is that it did not acknowledge variance among
individuals.
a. True
b. False
ANSWER: True
52. Standardization of work and wage incentives are characteristics of behavioral science.
a. True
b. False
ANSWER: False
53. Scientific management developed a standard method for performing each job.
a. True
b. False
ANSWER: True
54. With clear definitions of authority and responsibility, division of labor is one of the six characteristics
of the ideal bureaucracy.
a. True
b. False
ANSWER: True
55. Administrative acts and decisions recorded in writing is one of the six characteristics of the ideal
bureaucracy.
a. True
b. False
ANSWER: True
Copyright Cengage Learning. Powered by Cognero. Page 7
, Name: Class: Date:
Ch 01: Leading Edge Management
56. Fayol's unity of command principle emphasizes that each subordinate receives orders from one, and
only one, superior.
a. True
b. False
ANSWER: True
57. The unity of direction principle proposes that similar activities in an organization should be grouped
together under one manager.
a. True
b. False
ANSWER: True
58. The scalar chain is a hypothetical chain that provides horizontal links between unionized workers in
different departments in an organization.
a. True
b. False
ANSWER: False
59. Scientific management focuses on employee competence, whereas administrative principles focus on
workflow through the organization.
a. True
b. False
ANSWER: False
60. Follett and Barnard were early advocates of a more humanistic perspective on management that
emphasized the importance of understanding human behavior, needs, and attitudes in the workplace as
well as social interactions and group processes.
a. True
b. False
ANSWER: True
61. Mary Parker Follett's approach to leadership stressed the importance of engineering techniques rather
than people.
a. True
b. False
ANSWER: False
62. A social group within an organization is part of the informal organization.
a. True
b. False
ANSWER: True
63. The Hawthorne studies resulted in the movement toward scientific management.
a. True
Copyright Cengage Learning. Powered by Cognero. Page 8
