TEST BANK
Contemporary Management
By Jennifer M. George
N
U
R
SE
D
O
C
S
,TABLE OF CONTENT
PART ONE: MANAGEMENT
1. Managers and managing
2. The Evolution of Management Thought
3. Values, Attitudes, Emotions, and Culture the Manager as a Person
PART TWO: THE ENVIRONMENT OF MANAGEMENT
4. Ethics and Social Responsibility
5. Managing Diverse Employees in a Multicultural Environment
N
6. Managing in the Global Environment
PART THREE: DECISION MAKING, PLANNING, AND STRATEGY
U
7. Decision Making, Learning, Creativity, and Entrepreneurship
8. The Manager as a Planner and Strategist
R
9. Value Chain Management Functional Strategies for Competitive Advantage
PART FOUR: ORGANIZING AND CONTROLLING
SE
10. Managing Organizational Structure and Culture
11. Organizational Control and Change
12. Human Resource Management
PART FIVE: LEADING INDIVIDUALS AND GROUPS
D
13. Motivation and Performance
14. Leadership
O
15. Effective Groups and Teams
PART SIX: MANAGING CRITICAL ORGANIZATIONAL PROCESSES
C
16. Promoting Effective Communication
17. Managing Conflict, Politics, and Negotiation
S
18. Using Advanced Information Technology to Increase Performance
19. Starting a New Business
,Student name:__________
At a recent staff meeting, Jeremy was praised by his CEO for choosing the right goals to pursue.
The quality that Jeremy displays here is efficiency.
true
false
N
Patel Brothers Company uses a formal system of task and reporting relationships that coordinates
and motivates its employees so that they work together to achieve organizational goals. This is
an example of an organizational structure.
U
true
false
R
SE
As a middle manager, Jobeth selects the goals for her team. The function that Jobeth is
demonstrating is called leading.
true
false
D
Categorizing people by salary levels lays out the lines of authority and responsibility between
O
different individuals and groups.
true
C
false
S
Malik supervises the daily work of the employees who help customers and ring up sales in the
shoe department of a major retail store. Malik is a first-line manager.
true
false
Version 1 1
, The importance of planning, organizing, leading, and controlling remains the same irrespective
of a manager's position in the managerial hierarchy.
true
false
N
If you were a manager at an accounting firm and spent your days processing invoices and
payments and ensuring tax compliance, you would be using your technical skills.
U
true
false
R
SE
When Tech Innovators needed to reduce costs to meet its annual profitability goal, it reduced
levels in its hierarchy and laid off 9 percent of its workers. This is an example of restructuring.
true
false
D
A self-managed team is a group of employees who work independently but report to their
O
respective managers about the progress of the team’s work.
true
C
false
S
The building blocks of competitive advantage are efficiency, quality, innovation and flexibility,
and responsiveness to customers.
true
false
Version 1 2
Contemporary Management
By Jennifer M. George
N
U
R
SE
D
O
C
S
,TABLE OF CONTENT
PART ONE: MANAGEMENT
1. Managers and managing
2. The Evolution of Management Thought
3. Values, Attitudes, Emotions, and Culture the Manager as a Person
PART TWO: THE ENVIRONMENT OF MANAGEMENT
4. Ethics and Social Responsibility
5. Managing Diverse Employees in a Multicultural Environment
N
6. Managing in the Global Environment
PART THREE: DECISION MAKING, PLANNING, AND STRATEGY
U
7. Decision Making, Learning, Creativity, and Entrepreneurship
8. The Manager as a Planner and Strategist
R
9. Value Chain Management Functional Strategies for Competitive Advantage
PART FOUR: ORGANIZING AND CONTROLLING
SE
10. Managing Organizational Structure and Culture
11. Organizational Control and Change
12. Human Resource Management
PART FIVE: LEADING INDIVIDUALS AND GROUPS
D
13. Motivation and Performance
14. Leadership
O
15. Effective Groups and Teams
PART SIX: MANAGING CRITICAL ORGANIZATIONAL PROCESSES
C
16. Promoting Effective Communication
17. Managing Conflict, Politics, and Negotiation
S
18. Using Advanced Information Technology to Increase Performance
19. Starting a New Business
,Student name:__________
At a recent staff meeting, Jeremy was praised by his CEO for choosing the right goals to pursue.
The quality that Jeremy displays here is efficiency.
true
false
N
Patel Brothers Company uses a formal system of task and reporting relationships that coordinates
and motivates its employees so that they work together to achieve organizational goals. This is
an example of an organizational structure.
U
true
false
R
SE
As a middle manager, Jobeth selects the goals for her team. The function that Jobeth is
demonstrating is called leading.
true
false
D
Categorizing people by salary levels lays out the lines of authority and responsibility between
O
different individuals and groups.
true
C
false
S
Malik supervises the daily work of the employees who help customers and ring up sales in the
shoe department of a major retail store. Malik is a first-line manager.
true
false
Version 1 1
, The importance of planning, organizing, leading, and controlling remains the same irrespective
of a manager's position in the managerial hierarchy.
true
false
N
If you were a manager at an accounting firm and spent your days processing invoices and
payments and ensuring tax compliance, you would be using your technical skills.
U
true
false
R
SE
When Tech Innovators needed to reduce costs to meet its annual profitability goal, it reduced
levels in its hierarchy and laid off 9 percent of its workers. This is an example of restructuring.
true
false
D
A self-managed team is a group of employees who work independently but report to their
O
respective managers about the progress of the team’s work.
true
C
false
S
The building blocks of competitive advantage are efficiency, quality, innovation and flexibility,
and responsiveness to customers.
true
false
Version 1 2
