TEST BANK
Essentials of Contemporary Management 10th
Edition
By Gareth R. Jones and Jennifer M. George
N
U
R
SE
D
O
C
S
,TABLE OF CONTENT
PART ONE: Management and Managers
Chapter One: The Management Process Today
Appendix: History of Management Thought
Chapter Two Values, Attitudes, Emotions, and Culture: The Manager as a Person
PART TWO: The Environment of Management
N
Chapter Three: Managing Ethics and Diversity
Chapter Four: Managing in the Global Environment
U
R
PART THREE: Planning, Decision Making, and Competitive Advantage
Chapter Five: Decision Making, Learning, and Creativity
SE
Chapter Six: Planning, Strategy, and Competitive Advantage
PART FOUR: Organizing and Change
D
Chapter Seven: Designing Organizational Structure
O
Chapter Eight: Organizational Control and Change
C
PART FIVE: Leading Individuals and Groups
Chapter Nine: Motivation
S
Chapter Ten: Leaders and Leadership
Chapter Eleven: Effective Team Management
Chapter Twelve: Building and Managing Human Resources
PART SIX: Controlling Essential Activities and Processes
Chapter Thirteen: Effective Communication
,Chapter Fourteen Operations Management: Managing Operations and Processes
N
U
R
SE
D
O
C
S
, Student name:__________
Organizations are efficient when managers maximize the amount of input resources.
true
false
Managers at all levels and in all departments are responsible for planning, organizing, leading,
and controlling.
N
true
U
false
R
The outcome of organizing is the creation of a strategy.
true
SE
false
D
An organization's vision is a short, succinct, and inspiring statement of what the organization
intends to become and the goals it is seeking to achieve.
true
O
false
C
Top managers are responsible for the performance of a specific department.
S
true
false
Today, the term "chief operating officer" refers to the chief executive officer.
true
Version 1 1
Essentials of Contemporary Management 10th
Edition
By Gareth R. Jones and Jennifer M. George
N
U
R
SE
D
O
C
S
,TABLE OF CONTENT
PART ONE: Management and Managers
Chapter One: The Management Process Today
Appendix: History of Management Thought
Chapter Two Values, Attitudes, Emotions, and Culture: The Manager as a Person
PART TWO: The Environment of Management
N
Chapter Three: Managing Ethics and Diversity
Chapter Four: Managing in the Global Environment
U
R
PART THREE: Planning, Decision Making, and Competitive Advantage
Chapter Five: Decision Making, Learning, and Creativity
SE
Chapter Six: Planning, Strategy, and Competitive Advantage
PART FOUR: Organizing and Change
D
Chapter Seven: Designing Organizational Structure
O
Chapter Eight: Organizational Control and Change
C
PART FIVE: Leading Individuals and Groups
Chapter Nine: Motivation
S
Chapter Ten: Leaders and Leadership
Chapter Eleven: Effective Team Management
Chapter Twelve: Building and Managing Human Resources
PART SIX: Controlling Essential Activities and Processes
Chapter Thirteen: Effective Communication
,Chapter Fourteen Operations Management: Managing Operations and Processes
N
U
R
SE
D
O
C
S
, Student name:__________
Organizations are efficient when managers maximize the amount of input resources.
true
false
Managers at all levels and in all departments are responsible for planning, organizing, leading,
and controlling.
N
true
U
false
R
The outcome of organizing is the creation of a strategy.
true
SE
false
D
An organization's vision is a short, succinct, and inspiring statement of what the organization
intends to become and the goals it is seeking to achieve.
true
O
false
C
Top managers are responsible for the performance of a specific department.
S
true
false
Today, the term "chief operating officer" refers to the chief executive officer.
true
Version 1 1
