Exam
Name___________________________________
TRUE/FALSE. Write 'T' if the statement is true and 'F' if the statement is false.
1) Effective managers continually try to improve the performance of their companies. 1)
2) The social economy is made up of social enterprises, social ventures, and social purpose 2)
businesses.
3) Management is the planning, organizing, leading, and controlling of resources to achieve 3)
goals effectively and efficiently.
4) Organizations are categorized by their main purpose. 4)
5) Organizational performance decreases in direct proportion to increases in effectiveness 5)
and efficiency.
6) One of the most important goals of organizations is to provide goods and services that 6)
customers value.
7) A measure of how efficiently and effectively a manager uses resources to achieve a goal 7)
or satisfy customers is known as organizational performance.
8) The result of low efficiency and high effectiveness might be a product that customers 8)
want, but is too expensive for them to buy.
9) An example of high efficiency and high effectiveness is when a manager produces a high 9)
quality product that customers do not want to buy.
10) An example of high effectiveness and low efficiency is when a manager produces a 10)
product that customers want at a quality and price that they can afford.
11) People study management for three main reasons. 11)
12) The four essential managerial functions are planning, organizing, selling, and 12)
controlling.
13) Planning is establishing task and authority relationships that allow people to work 13)
together to achieve organizational goals.
14) The outcome of planning is the creation of an organizational structure. 14)
15) A cluster of decisions about what organizational goals to pursue, what actions to take, 15)
and how to use resources to achieve those goals is called a strategy.
1
,16) The outcome of organizing is the creation of a strategy. 16)
17) The outcome of leading is a high level of energy and enabling organizational members to 17)
achieve organizational goals.
18) Leadership depends on the use of power, influence, vision, persuasion, and 18)
communication skills.
19) Evaluating how well an organization is achieving its goals is known as strategizing. 19)
20) Controlling involves evaluating how well the organization is achieving its goals and 20)
taking action to maintain or improve performance if standards are not being met.
21) The outcome of the control process is the ability to measure performance accurately and 21)
regulate efficiency and effectiveness.
22) Large organizations depend on four levels of management. 22)
23) First-line managers are responsible for the daily supervision of nonmanagerial 23)
employees.
24) The head nurse in the pediatric department of a hospital would be classified as a 24)
first-line manager.
25) Middle managers supervise the first-line managers and report to top management. 25)
26) Middle managers are responsible for organizing the resources of the organization to best 26)
carry out its goals.
27) The principal of a primary school is an example of a middle manager. 27)
28) The chief mechanic overseeing a crew of mechanics in the service department of a new 28)
car dealership would be classified as a middle manager.
29) Middle managers are responsible for finding the best way to use resources to achieve 29)
organizational objectives.
30) Top managers are responsible for their own individual departments. 30)
31) A top management team includes the CEO, the president, department heads, and 31)
first-line managers.
32) Top managers devote most of their time to leading and controlling. 32)
33) Top managers devote most of their time to planning and organizing. 33)
2
,34) First-line managers spend more time planning than leading. 34)
35) Middle managers spend most of their time planning, organizing, and leading. 35)
36) The type of organizational culture determines how planning, organizing, leading, and 36)
controlling can best be done to create goods and services.
37) Values, attitudes, and moods and emotions capture how managers experience their jobs 37)
as individuals.
38) A terminal value is a lifelong goal or objective that an individual seeks to achieve. 38)
39) An instrumental value is a mode of conduct that an individual seeks to follow. 39)
40) An attitude is a collection of feelings and beliefs. 40)
41) Job satisfaction is the collection of feelings and beliefs that managers have about their 41)
current jobs.
42) Organizational citizenship behaviours (OCBs)-behaviours that are required of 42)
organizational members and contribute to and are necessary for organizational
efficiency, effectiveness, and competitive advantage.
43) Emotions are a feeling or state of mind. 43)
44) Emotional intelligence is the ability to understand and manage one's own moods and 44)
emotions and the moods and emotions of other people.
45) The attraction-selection-attrition (ASA) framework posits that when founders hire 45)
employees for their new ventures, they tend to be attracted to and choose employees
whose personalities are dissimilar to their own.
46) The most common rites that organizations use to transmit cultural norms and values to 46)
their members are rites of passage, of integration, and of enhancement.
47) Culture influences how managers perform their four main functions: planning, 47)
organizing, leading, and controlling.
48) Stories and language play a very small role in organizational culture. 48)
49) Frederick Taylor detailed ten specific roles that managers undertake. 49)
50) Henry Mintzberg grouped ten managerial roles into three broad categories: interpersonal, 50)
informational, and decisional.
3
, 51) In the role of spokesperson, a manager transmits information to other members of the 51)
organization to influence their work attitudes.
52) The four roles that managers play when they are making decisions are entrepreneur, 52)
disturbance handler, resource allocator, and figurehead.
53) When a manager cuts the ribbon at the ceremony of the opening of the new facility, the 53)
manager is acting as a figurehead.
54) Creating an alliance with a firm that supplies the company with raw materials is an 54)
example of the liaison managerial role.
55) The CEO of KLR Communications Inc. holds a staff meeting to share information about 55)
a new business strategy. The CEO is acting in the role of resource allocator.
56) When the vice-president approves the budget of a middle manager's department, the VP 56)
is acting as a disseminator.
57) When the CEO of a large company decides to expand internationally, they are acting in 57)
the role of an entrepreneur.
58) A middle manager who has to stop everything to deal with a plumbing problem is acting 58)
as a disturbance handler.
59) Conceptual, interpersonal, technical, and strategic skills are the principal types of skills 59)
managers need to successfully perform their roles.
60) Interpersonal skills are demonstrated by the ability to analyze and diagnose a situation. 60)
61) Technical skills are most utilized by top managers. 61)
62) First-line managers use mostly human and technical skills. 62)
63) Technical skills are demonstrated by the ability to analyze and diagnose a situation. 63)
64) To manage interpersonal interactions effectively, people in organizations need to learn 64)
how to empathize with others.
65) Effective managers use only two of the three sets of skills. 65)
66) Conceptual skills are used primarily by top managers in planning and organizing. 66)
4
Name___________________________________
TRUE/FALSE. Write 'T' if the statement is true and 'F' if the statement is false.
1) Effective managers continually try to improve the performance of their companies. 1)
2) The social economy is made up of social enterprises, social ventures, and social purpose 2)
businesses.
3) Management is the planning, organizing, leading, and controlling of resources to achieve 3)
goals effectively and efficiently.
4) Organizations are categorized by their main purpose. 4)
5) Organizational performance decreases in direct proportion to increases in effectiveness 5)
and efficiency.
6) One of the most important goals of organizations is to provide goods and services that 6)
customers value.
7) A measure of how efficiently and effectively a manager uses resources to achieve a goal 7)
or satisfy customers is known as organizational performance.
8) The result of low efficiency and high effectiveness might be a product that customers 8)
want, but is too expensive for them to buy.
9) An example of high efficiency and high effectiveness is when a manager produces a high 9)
quality product that customers do not want to buy.
10) An example of high effectiveness and low efficiency is when a manager produces a 10)
product that customers want at a quality and price that they can afford.
11) People study management for three main reasons. 11)
12) The four essential managerial functions are planning, organizing, selling, and 12)
controlling.
13) Planning is establishing task and authority relationships that allow people to work 13)
together to achieve organizational goals.
14) The outcome of planning is the creation of an organizational structure. 14)
15) A cluster of decisions about what organizational goals to pursue, what actions to take, 15)
and how to use resources to achieve those goals is called a strategy.
1
,16) The outcome of organizing is the creation of a strategy. 16)
17) The outcome of leading is a high level of energy and enabling organizational members to 17)
achieve organizational goals.
18) Leadership depends on the use of power, influence, vision, persuasion, and 18)
communication skills.
19) Evaluating how well an organization is achieving its goals is known as strategizing. 19)
20) Controlling involves evaluating how well the organization is achieving its goals and 20)
taking action to maintain or improve performance if standards are not being met.
21) The outcome of the control process is the ability to measure performance accurately and 21)
regulate efficiency and effectiveness.
22) Large organizations depend on four levels of management. 22)
23) First-line managers are responsible for the daily supervision of nonmanagerial 23)
employees.
24) The head nurse in the pediatric department of a hospital would be classified as a 24)
first-line manager.
25) Middle managers supervise the first-line managers and report to top management. 25)
26) Middle managers are responsible for organizing the resources of the organization to best 26)
carry out its goals.
27) The principal of a primary school is an example of a middle manager. 27)
28) The chief mechanic overseeing a crew of mechanics in the service department of a new 28)
car dealership would be classified as a middle manager.
29) Middle managers are responsible for finding the best way to use resources to achieve 29)
organizational objectives.
30) Top managers are responsible for their own individual departments. 30)
31) A top management team includes the CEO, the president, department heads, and 31)
first-line managers.
32) Top managers devote most of their time to leading and controlling. 32)
33) Top managers devote most of their time to planning and organizing. 33)
2
,34) First-line managers spend more time planning than leading. 34)
35) Middle managers spend most of their time planning, organizing, and leading. 35)
36) The type of organizational culture determines how planning, organizing, leading, and 36)
controlling can best be done to create goods and services.
37) Values, attitudes, and moods and emotions capture how managers experience their jobs 37)
as individuals.
38) A terminal value is a lifelong goal or objective that an individual seeks to achieve. 38)
39) An instrumental value is a mode of conduct that an individual seeks to follow. 39)
40) An attitude is a collection of feelings and beliefs. 40)
41) Job satisfaction is the collection of feelings and beliefs that managers have about their 41)
current jobs.
42) Organizational citizenship behaviours (OCBs)-behaviours that are required of 42)
organizational members and contribute to and are necessary for organizational
efficiency, effectiveness, and competitive advantage.
43) Emotions are a feeling or state of mind. 43)
44) Emotional intelligence is the ability to understand and manage one's own moods and 44)
emotions and the moods and emotions of other people.
45) The attraction-selection-attrition (ASA) framework posits that when founders hire 45)
employees for their new ventures, they tend to be attracted to and choose employees
whose personalities are dissimilar to their own.
46) The most common rites that organizations use to transmit cultural norms and values to 46)
their members are rites of passage, of integration, and of enhancement.
47) Culture influences how managers perform their four main functions: planning, 47)
organizing, leading, and controlling.
48) Stories and language play a very small role in organizational culture. 48)
49) Frederick Taylor detailed ten specific roles that managers undertake. 49)
50) Henry Mintzberg grouped ten managerial roles into three broad categories: interpersonal, 50)
informational, and decisional.
3
, 51) In the role of spokesperson, a manager transmits information to other members of the 51)
organization to influence their work attitudes.
52) The four roles that managers play when they are making decisions are entrepreneur, 52)
disturbance handler, resource allocator, and figurehead.
53) When a manager cuts the ribbon at the ceremony of the opening of the new facility, the 53)
manager is acting as a figurehead.
54) Creating an alliance with a firm that supplies the company with raw materials is an 54)
example of the liaison managerial role.
55) The CEO of KLR Communications Inc. holds a staff meeting to share information about 55)
a new business strategy. The CEO is acting in the role of resource allocator.
56) When the vice-president approves the budget of a middle manager's department, the VP 56)
is acting as a disseminator.
57) When the CEO of a large company decides to expand internationally, they are acting in 57)
the role of an entrepreneur.
58) A middle manager who has to stop everything to deal with a plumbing problem is acting 58)
as a disturbance handler.
59) Conceptual, interpersonal, technical, and strategic skills are the principal types of skills 59)
managers need to successfully perform their roles.
60) Interpersonal skills are demonstrated by the ability to analyze and diagnose a situation. 60)
61) Technical skills are most utilized by top managers. 61)
62) First-line managers use mostly human and technical skills. 62)
63) Technical skills are demonstrated by the ability to analyze and diagnose a situation. 63)
64) To manage interpersonal interactions effectively, people in organizations need to learn 64)
how to empathize with others.
65) Effective managers use only two of the three sets of skills. 65)
66) Conceptual skills are used primarily by top managers in planning and organizing. 66)
4
