FSN 202 - Final Exam Review Ques ons and answers
With complete solu on RATED A+ 2025/2026
Give examples of ac vi es performed by foodservice managers that are examples of each of
Mintzberg's managerial role of interpersonal, informal, and decisional. - Ans Interpersonal -
focus on rela onships and includes figurehead, leader, and liaison roles (ex. signing cer ficates
for a group of employees who have completed a training program)
Informal - informa onal roles focus on communica on and includes monitor, disseminator, and
spokesperson roles (ex. manager transmits informa on to subordinates)
Decisional - help determine new courses of ac on and unit strategies and include entrepreneur,
disturbance handler, re- source allocator, and nego ator roles
How are the three core management skills (technical, human, concep onal) linked with the
func ons that are foodservice manager has to perform? - Ans The technical, human, and
conceptual skills used by managers vary at different levels of responsibility
Technical skills are most important at lower-level management
Technical and human skills are most important at middle level management
The importance of conceptual skill increases with movement up the ranks of the organiza on
Describe how leadership and management differ. - Ans Leaders have people follow them.
Managers have people who work for them.
, Management is about coping with complexi es, whereas leadership is about coping with
change.
Management organizes and staffs people to achieve goals; leadership focuses on aligning
people toward goals and involves communica ng and empowering to help achieve goals
Management controls people by pushing them in the right direc on; leadership mo vates them
by sa sfying basic human needs.
There are seven bases of power, or poten al means of influencing the behavior of others.
Describe three of them and discuss how effec ve it may be as a basis of power. - Ans Legi mate
Power - Comes from the formal posi on held by an individual in an organiza on; generally, the
higher the posi on, the higher legi mate power tends to be.
(ex. people listen to those of higher authority because they believe they're reliable)
Reward Power - Comes from a leader's ability to reward others.
(Ex. increases in pay, promo ons, or favorable job assignments)
Coercive Power - Comes from the authority of the leader to punish those who do not comply.
(Ex. power to fire, demote, or give undesirable work)
Expert Power - Held by those leaders who are viewed as being competent in their job.
Referent Power - Based on iden fica on of followers with a leader. A leader high in referent
power is generally well liked and admired by others.
Informa on Power - Based on the leader's possession of or access to informa on that others
perceive as valuable.
With complete solu on RATED A+ 2025/2026
Give examples of ac vi es performed by foodservice managers that are examples of each of
Mintzberg's managerial role of interpersonal, informal, and decisional. - Ans Interpersonal -
focus on rela onships and includes figurehead, leader, and liaison roles (ex. signing cer ficates
for a group of employees who have completed a training program)
Informal - informa onal roles focus on communica on and includes monitor, disseminator, and
spokesperson roles (ex. manager transmits informa on to subordinates)
Decisional - help determine new courses of ac on and unit strategies and include entrepreneur,
disturbance handler, re- source allocator, and nego ator roles
How are the three core management skills (technical, human, concep onal) linked with the
func ons that are foodservice manager has to perform? - Ans The technical, human, and
conceptual skills used by managers vary at different levels of responsibility
Technical skills are most important at lower-level management
Technical and human skills are most important at middle level management
The importance of conceptual skill increases with movement up the ranks of the organiza on
Describe how leadership and management differ. - Ans Leaders have people follow them.
Managers have people who work for them.
, Management is about coping with complexi es, whereas leadership is about coping with
change.
Management organizes and staffs people to achieve goals; leadership focuses on aligning
people toward goals and involves communica ng and empowering to help achieve goals
Management controls people by pushing them in the right direc on; leadership mo vates them
by sa sfying basic human needs.
There are seven bases of power, or poten al means of influencing the behavior of others.
Describe three of them and discuss how effec ve it may be as a basis of power. - Ans Legi mate
Power - Comes from the formal posi on held by an individual in an organiza on; generally, the
higher the posi on, the higher legi mate power tends to be.
(ex. people listen to those of higher authority because they believe they're reliable)
Reward Power - Comes from a leader's ability to reward others.
(Ex. increases in pay, promo ons, or favorable job assignments)
Coercive Power - Comes from the authority of the leader to punish those who do not comply.
(Ex. power to fire, demote, or give undesirable work)
Expert Power - Held by those leaders who are viewed as being competent in their job.
Referent Power - Based on iden fica on of followers with a leader. A leader high in referent
power is generally well liked and admired by others.
Informa on Power - Based on the leader's possession of or access to informa on that others
perceive as valuable.
