Test Bank For
FUNDAMENTALS OF RESOURCE MANAGEMENT ANDREW J. DUBRIN
Chapters 1-15
MULTIPLE CHOICE
1. Management is the process of
a. maintaining the status quo.
b. planning, organizing and staffing, leading, and controlling.
c. keeping labor from taking over.
d. facilitating groups.
ANS: B PTS: 1 DIF: E REF: p. 2
NAT: AACSB: Analytic, Strategy
2. Crafting a strategic vision is typically the responsibility of a
a. first-level manager.
b. middle-level manager.
c. staff professional.
d. top-level manager.
ANS: D PTS: 1 DIF: M REF: p. 3
NAT: AACSB: Analytic, Strategy
3. Three roles or activities within entrepreneurial work that arouse passion do NOT include:
a. opportunity recognition
b. venture growth
c. human resources
d. venture creation
ANS: C PTS: 1 DIF: D REF: pp. 6-7
NAT: AACSB: Analytic, Leadership Principles
4. Nick is a successful entrepreneur, so he probably emphasizes which of the following dimensions in his
work?
a. innovativeness
b. minimizing risks
c. reacting to events rather than being proactive
d. a love for the status quo
ANS: A PTS: 1 DIF: E REF: p. 6
NAT: AACSB: Reflective Thinking, Leadership Principles
5. On the job, Candice coordinates the work of a small group of people and acts as a catalyst. Her job
title is most likely
a. vice president.
b. CEO.
c. plant general manager.
d. team leader.
ANS: D PTS: 1 DIF: M REF: p. 7
NAT: AACSB: Reflective Thinking, Group Dynamics
, 6. An important role for the team leader is to
a. act as a catalyst and facilitator.
b. tightly control the work of team members.
c. set a strategic direction for the firm.
d. avoid interactions with team members.
ANS: A PTS: 1 DIF: M REF: p. 7
NAT: AACSB: Reflective Thinking, Leadership Principles
7. Sherri Jackson is a sales manager. She searches the Internet to find new potential markets for her
products. Jackson is most directly making use of ____ resources.
a. human
b. financial
c. physical
d. information
ANS: D PTS: 1 DIF: E REF: p. 8
NAT: AACSB: Technology, Information Technology
8. Which function of management is most involved with energizing, directing, activating, and persuading
others?
a. leading
b. controlling
c. planning
d. organizing and staffing
ANS: A PTS: 1 DIF: E REF: p. 10
NAT: AACSB: Reflective Thinking, Leadership Principles
9. With respect to creating visions, leaders often fail because they do not
a. have fancy enough visions.
b. convert their visions into results.
c. use visions for inspiration.
d. bribe people for accomplishing a vision.
ANS: B PTS: 1 DIF: M REF: p. 10
NAT: AACSB: Analytic, Leadership Principles
10. Controlling is primarily concerned with
a. making rational decisions.
b. comparing actual performance to a predetermined standard.
c. influencing people to perform better.
d. laying out work in a logical manner.
ANS: B PTS: 1 DIF: E REF: p. 10
NAT: AACSB: Analytic, Individual Dynamics
11. The two planning roles for manager involve
a. monitoring and disturbance handling.
b. strategy and operations.
c. being a figurehead and a spokesperson.
d. team building and team play.
ANS: B PTS: 1 DIF: E REF: p. 11
NAT: AACSB: Analytic, Individual Dynamics
,12. Making sure that competent persons fill positions is part of which managerial role?
a. organizer
b. liaison
c. staffing coordinator
d. resource allocator
ANS: C PTS: 1 DIF: M REF: p. 12
NAT: AACSB: Analytic, HRM
13. With respect to managers, poor interpersonal skills
a. have a neutral impact on performance.
b. can lead to job failure.
c. are not important because "Nice guys and gals finish last."
d. only create problems at the first two levels of management.
ANS: B PTS: 1 DIF: M REF: p. 17
NAT: AACSB: Communication, Individual Dynamics
14. Political skills should be regarded as a
a. supplement to job competence.
b. way to overcome job incompetence.
c. way of creating ambiguity on the job.
d. privilege of top management.
ANS: A PTS: 1 DIF: M REF: p. 19
NAT: AACSB: Communication, Individual Dynamics
15. A key part of developing your managerial skills would be to
a. forget about practice as soon as you acquire a skill.
b. practice kick boxing to sharpen your reflexes.
c. obtain feedback on your performance.
d. ignore the comments of others on how well you are doing.
ANS: C PTS: 1 DIF: M REF: p. 19
NAT: AACSB: Communication, Individual Dynamics
16. At the higher levels of management, the four roles that are the most important include::
a. organizer, visionary, team builder, facilitator.
b. liaison, spokesperson, figurehead, and strategic planner
c. environmental specialist, mentor, coach, ethics officer.
d. administrator, implementor, entrepreneur, task coordinator
ANS: B PTS: 1 DIF: D REF: p. 16
NAT: AACSB: Analytic, Individual Dynamics
17. According to Mintzberg, management is a practice, rather than a science or a profession because
a. science is about the development of systematic knowledge through research.
b. management follows an ethical code.
c. the major purpose of management is to help get things done.
d. both a & c
ANS: D PTS: 1 DIF: D REF: p. 16
NAT: AACSB: Reflective Thinking, Individual Dynamics
18. Management as a practice,
, a. began during the Industrial Revolution.
b. probably has an almost unlimited history.
c. dates back to World War II.
d. dates back to the Civil War.
ANS: B PTS: 1 DIF: E REF: p. 20
NAT: AACSB: Analytic, Strategy
19. The primary concern of the administrative management aspect of classical management was
a. managing a company's information system.
b. teaching nonprofit organizations how to be successful.
c. how organizations should be managed and structured.
d. the application of scientific methods to increase workers' productivity.
ANS: C PTS: 1 DIF: E REF: p. 21
NAT: AACSB: Analytic, Strategy
20. According to the historically important work of Alfred D. Chandler, when choosing an organization
structure, managers should first
a. study what the competition is doing.
b. be aware of the strategy.
c. draw a hundred boxes to choose from.
d. look for the least expensive structure.
ANS: B PTS: 1 DIF: D REF: pp. 21- 22
NAT: AACSB: Reflective Thinking, Strategy
21. The behavioral approach to management emphasizes
a. developing systems for dealing with personnel problems.
b. the interaction of the firm with the environment.
c. finding the most efficient systems of production.
d. understanding people.
ANS: D PTS: 1 DIF: E REF: p. 22
NAT: AACSB: Analytic, Strategy
22. An organization may experience entropy when
a. its total output exceeds the sum of the parts.
b. it does not receive fresh inputs from the external environment.
c. too many employees call in sick in a given year.
d. three consecutive new products are winners.
ANS: B PTS: 1 DIF: D REF: p. 26
NAT: AACSB: Analytic, Strategy
23. An important subset of interpersonal skills for managers is__________the ability to work effectively
and conduct business with people from different cultures.
a. multiculturalism
b. bilingualism
c. diversity
d. multinationalism
ANS: A PTS: 1 DIF: E REF: p. 18
NAT: AACSB: Diversity, Motivation Concepts
24. You are using evidence-based management when your practice is based on
FUNDAMENTALS OF RESOURCE MANAGEMENT ANDREW J. DUBRIN
Chapters 1-15
MULTIPLE CHOICE
1. Management is the process of
a. maintaining the status quo.
b. planning, organizing and staffing, leading, and controlling.
c. keeping labor from taking over.
d. facilitating groups.
ANS: B PTS: 1 DIF: E REF: p. 2
NAT: AACSB: Analytic, Strategy
2. Crafting a strategic vision is typically the responsibility of a
a. first-level manager.
b. middle-level manager.
c. staff professional.
d. top-level manager.
ANS: D PTS: 1 DIF: M REF: p. 3
NAT: AACSB: Analytic, Strategy
3. Three roles or activities within entrepreneurial work that arouse passion do NOT include:
a. opportunity recognition
b. venture growth
c. human resources
d. venture creation
ANS: C PTS: 1 DIF: D REF: pp. 6-7
NAT: AACSB: Analytic, Leadership Principles
4. Nick is a successful entrepreneur, so he probably emphasizes which of the following dimensions in his
work?
a. innovativeness
b. minimizing risks
c. reacting to events rather than being proactive
d. a love for the status quo
ANS: A PTS: 1 DIF: E REF: p. 6
NAT: AACSB: Reflective Thinking, Leadership Principles
5. On the job, Candice coordinates the work of a small group of people and acts as a catalyst. Her job
title is most likely
a. vice president.
b. CEO.
c. plant general manager.
d. team leader.
ANS: D PTS: 1 DIF: M REF: p. 7
NAT: AACSB: Reflective Thinking, Group Dynamics
, 6. An important role for the team leader is to
a. act as a catalyst and facilitator.
b. tightly control the work of team members.
c. set a strategic direction for the firm.
d. avoid interactions with team members.
ANS: A PTS: 1 DIF: M REF: p. 7
NAT: AACSB: Reflective Thinking, Leadership Principles
7. Sherri Jackson is a sales manager. She searches the Internet to find new potential markets for her
products. Jackson is most directly making use of ____ resources.
a. human
b. financial
c. physical
d. information
ANS: D PTS: 1 DIF: E REF: p. 8
NAT: AACSB: Technology, Information Technology
8. Which function of management is most involved with energizing, directing, activating, and persuading
others?
a. leading
b. controlling
c. planning
d. organizing and staffing
ANS: A PTS: 1 DIF: E REF: p. 10
NAT: AACSB: Reflective Thinking, Leadership Principles
9. With respect to creating visions, leaders often fail because they do not
a. have fancy enough visions.
b. convert their visions into results.
c. use visions for inspiration.
d. bribe people for accomplishing a vision.
ANS: B PTS: 1 DIF: M REF: p. 10
NAT: AACSB: Analytic, Leadership Principles
10. Controlling is primarily concerned with
a. making rational decisions.
b. comparing actual performance to a predetermined standard.
c. influencing people to perform better.
d. laying out work in a logical manner.
ANS: B PTS: 1 DIF: E REF: p. 10
NAT: AACSB: Analytic, Individual Dynamics
11. The two planning roles for manager involve
a. monitoring and disturbance handling.
b. strategy and operations.
c. being a figurehead and a spokesperson.
d. team building and team play.
ANS: B PTS: 1 DIF: E REF: p. 11
NAT: AACSB: Analytic, Individual Dynamics
,12. Making sure that competent persons fill positions is part of which managerial role?
a. organizer
b. liaison
c. staffing coordinator
d. resource allocator
ANS: C PTS: 1 DIF: M REF: p. 12
NAT: AACSB: Analytic, HRM
13. With respect to managers, poor interpersonal skills
a. have a neutral impact on performance.
b. can lead to job failure.
c. are not important because "Nice guys and gals finish last."
d. only create problems at the first two levels of management.
ANS: B PTS: 1 DIF: M REF: p. 17
NAT: AACSB: Communication, Individual Dynamics
14. Political skills should be regarded as a
a. supplement to job competence.
b. way to overcome job incompetence.
c. way of creating ambiguity on the job.
d. privilege of top management.
ANS: A PTS: 1 DIF: M REF: p. 19
NAT: AACSB: Communication, Individual Dynamics
15. A key part of developing your managerial skills would be to
a. forget about practice as soon as you acquire a skill.
b. practice kick boxing to sharpen your reflexes.
c. obtain feedback on your performance.
d. ignore the comments of others on how well you are doing.
ANS: C PTS: 1 DIF: M REF: p. 19
NAT: AACSB: Communication, Individual Dynamics
16. At the higher levels of management, the four roles that are the most important include::
a. organizer, visionary, team builder, facilitator.
b. liaison, spokesperson, figurehead, and strategic planner
c. environmental specialist, mentor, coach, ethics officer.
d. administrator, implementor, entrepreneur, task coordinator
ANS: B PTS: 1 DIF: D REF: p. 16
NAT: AACSB: Analytic, Individual Dynamics
17. According to Mintzberg, management is a practice, rather than a science or a profession because
a. science is about the development of systematic knowledge through research.
b. management follows an ethical code.
c. the major purpose of management is to help get things done.
d. both a & c
ANS: D PTS: 1 DIF: D REF: p. 16
NAT: AACSB: Reflective Thinking, Individual Dynamics
18. Management as a practice,
, a. began during the Industrial Revolution.
b. probably has an almost unlimited history.
c. dates back to World War II.
d. dates back to the Civil War.
ANS: B PTS: 1 DIF: E REF: p. 20
NAT: AACSB: Analytic, Strategy
19. The primary concern of the administrative management aspect of classical management was
a. managing a company's information system.
b. teaching nonprofit organizations how to be successful.
c. how organizations should be managed and structured.
d. the application of scientific methods to increase workers' productivity.
ANS: C PTS: 1 DIF: E REF: p. 21
NAT: AACSB: Analytic, Strategy
20. According to the historically important work of Alfred D. Chandler, when choosing an organization
structure, managers should first
a. study what the competition is doing.
b. be aware of the strategy.
c. draw a hundred boxes to choose from.
d. look for the least expensive structure.
ANS: B PTS: 1 DIF: D REF: pp. 21- 22
NAT: AACSB: Reflective Thinking, Strategy
21. The behavioral approach to management emphasizes
a. developing systems for dealing with personnel problems.
b. the interaction of the firm with the environment.
c. finding the most efficient systems of production.
d. understanding people.
ANS: D PTS: 1 DIF: E REF: p. 22
NAT: AACSB: Analytic, Strategy
22. An organization may experience entropy when
a. its total output exceeds the sum of the parts.
b. it does not receive fresh inputs from the external environment.
c. too many employees call in sick in a given year.
d. three consecutive new products are winners.
ANS: B PTS: 1 DIF: D REF: p. 26
NAT: AACSB: Analytic, Strategy
23. An important subset of interpersonal skills for managers is__________the ability to work effectively
and conduct business with people from different cultures.
a. multiculturalism
b. bilingualism
c. diversity
d. multinationalism
ANS: A PTS: 1 DIF: E REF: p. 18
NAT: AACSB: Diversity, Motivation Concepts
24. You are using evidence-based management when your practice is based on
