TEST BANK FOR
Management 12th Edition by John R. Schermerhorn
Chapter 1-18
.________________________________________1. Business Exams1.1. Overview of Business EducationBusiness education prepares students for leadership and management roles in various ind
Chapter 01: Introducing Management
1. What are the challenges of working in the new economy?
• Work in the new economy is increasingly knowledge based, and intellectual capital is the foundation of
organizational performance.
• Organizations must value the talents of a workforce whose members are increasingly diverse with respect
to gender, age, race and ethnicity, able-bodiedness, and lifestyles.
• The forces of globalization are bringing increased interdependencies among nations and economies, as
customer markets and resource flows create intense business competition.
• Ever-present developments in information technology are reshaping organizations, changing the nature of
work, and increasing the value of knowledge workers.
• Society has high expectations for organizations and their members to perform with commitment to high
ethical standards and in socially responsible ways.
• Careers in the new economy require great personal initiative to build and maintain skill “portfolios” that are
always up-to-date and valuable in a free agent economy.
2. What are organizations like in the new workplace?
• Organizations are collections of people working together to achieve a common purpose.
• As open systems, organizations interact with their environments in the process of transforming resource
inputs into product and service outputs.
• Productivity is a measure of the quantity and quality of work performance, with resource costs taken into
account.
• High-performing organizations achieve both performance effectiveness in terms of goal accomplishment, and
performance efficiency in terms of resource utilization.
3. Who are the managers and what do they do?
• Managers directly support and facilitate the work efforts of other people in organizations.
• Top managers scan the environment, create strategies, and emphasize long-term goals; middle managers
coordinate activities in large departments or divisions; team leaders and supervisors support performance of
front-line workers at the team or work-unit level.
• Functional managers work in specific areas such as finance or marketing; general managers are responsible
for larger multifunctional units; administrators are managers in public or nonprofit organizations.
• The upside-down pyramid view of organizations shows operating workers at the top, serving customer needs
while being supported from below by various levels of management.
• The changing nature of managerial work emphasizes being good at “coaching” and “supporting” others,
rather than simply “directing” and “order-giving.”
4. What is the management process?
• The management process consists of the four functions of planning, organizing, leading, and controlling.
• Planning sets the direction; organizing assembles the human and material resources; leading provides the
,enthusiasm and direction; controlling ensures results.
• Managers implement the four functions in daily work that is often intense and stressful, involving long hours
and continuous performance pressures.
• Managerial success requires the ability to perform well in interpersonal, informational, and decision-making
roles.
• Managerial success also requires the ability to build interpersonal networks and use them to accomplish
well-selected task agendas.
5. How do you learn essential managerial skills and competencies?
• Careers in the new economy demand continual attention to lifelong learning from all aspects of daily
experience and job opportunities.
• Skills considered essential for managers are broadly described as technical—ability to use expertise; human
—ability to work well with other people; and conceptual ability to analyze and solve complex problems.
• Human skills are equally important for all management levels, whereas conceptual skills gain importance at
higher levels and technical skills gain importance at lower levels.
• .________________________________________1. Business Exams1.1. Overview of Business EducationBusiness education prepares students for leadership and management roles in various ind
6. Why is job migration considered to be a side effect of globalization? How is it being dealt with in the
U.S.?
One controversial side effect to globalization is job migration, the shifting of jobs from one country to another.
The U.S. economy has been a net loser to job migration while countries like China, India, and the Philippines
are net gainers. Politicians and policymakers regularly debate the high costs of job migration as local workers
lose jobs and their communities lose economic vitality. One side looks for new government policies to stop job
migration and protect the jobs of U.S. workers. The other side calls for patience, believing that the national
economy will strengthen and grow jobs in the long run as the global economy readjusts.
7. List some of the changes in present organizational trends?
Here are some of the changes in present organizational trends:
• Focus on valuing human capital: The premium is on high-involvement work settings that rally the knowledge,
experience, and commitment of all members.
• Demise زوالof “command-and-control”: Traditional top-down “do as I say” bosses are giving way to
participatory bosses who treat people with respect.
• Emphasis on teamwork: Organizations are more horizontal in focus, and driven by teamwork that pools
talents for creative problem solving.
• Preeminence of technology: New developments in computer and information technology continually change
the way organizations operate and how people work.
• Importance of networking: Organizations and their members are networked for intense, real-time
communication and coordination.
• New workforce expectations: A new generation of workers is less tolerant of hierarchy, more informal,
attentive to performance merit, and concerned for work–life balance.
• Priorities on sustainability: Social values show more attention to preservation of natural resources for future
generations and understanding how work affects human well-being.
8. Discuss the hierarchical structure of typical business organizations?
,At the highest levels of business organizations, we find the board of directors whose members are elected by
stockholders to represent their ownership interests. In nonprofit organizations such as a hospital or university,
this level is often called a board of trustees, and it may be elected by local citizens, appointed by government
bodies, or invited by existing members. The top managers including the chief executive officer (CEO), chief
operating officer (COO), chief financial officer (CFO), chief information officer (CIO), chief diversity officer
(CDO), president, and vice president constitute an executive team that reports to the board and is responsible
for the performance of an organization as a whole or for one of its larger parts. Middle managers report to top
managers and are in charge of relatively large departments or divisions consisting of several smaller work
units. Examples are clinic directors in hospitals; deans in universities; and division managers, plant managers,
and regional sales managers in businesses. Middle managers work with top managers, coordinate with peers,
and support lower levels to develop and pursue action plans that implement organizational strategies to
accomplish key objectives. Team leaders report to middle managers and supervise nonmanagerial workers.
.________________________________________1. Business Exams1.1. Overview of Business EducationBusiness education prepares students for leadership and management roles in various ind
9. Briefly explain the four management functions?
The four functions of management in what is called the management process are: planning, organizing,
leading, and controlling.
Planning is the process of setting performance objectives and determining what actions should be taken to
accomplish them. Through planning, a manager identifies desired results and ways to achieve them.
Organizing is the process of assigning tasks, allocating resources, and coordinating work activities.
Leading is the process of arousing enthusiasm and inspiring efforts to achieve goals.
Controlling is the process of measuring performance and taking action to ensure desired results.
10. Discuss the various roles performed by a manager?
The managerial roles fall into three categories—informational, interpersonal, and decisional roles.
A manager’s informational roles involve the giving, receiving, and analyzing of information. A manager
fulfilling these roles will be a monitor, scanning for information; a disseminator ناشر, sharing information; and
a spokesperson, acting as official communicator. The interpersonal roles involve interactions with people
inside and outside the work unit. A manager fulfilling these roles will be a figurehead, modeling and setting
forth key principles and policies; a leader, providing direction and instilling غرسenthusiasm; and a liaison
التصال, coordinating with others. The decisional roles involve using information to make decisions to solve
problems or address opportunities. A manager fulfilling these roles will be a disturbance handler, dealing with
problems and conflicts; a resource allocator, handling budgets and distributing resources; a negotiator, making
deals and forging agreements; and an entrepreneur, developing new initiatives.
11. Discuss the importance of ethics in the relationship between managers and the people they supervise?
Managers must value people and respect subordinates as mature, responsible, adult human beings. This is
part of their ethical and social responsibility as persons to whom others report at work. The work setting
should be organized and managed to respect the rights of people and their human dignity. Included among the
expectations for ethical behavior would be actions to protect individual privacy, provide freedom from sexual
, harassment, and offer safe and healthy job conditions. Failure to do so is socially irresponsible. It may also
cause productivity losses due to dissatisfaction and poor work commitments.
.________________________________________1. Business Exams1.1. Overview of Business EducationBusiness education prepares students for leadership and management roles in various ind
12. Explain how “accountability” operates in the relationship between (a) a team leader and her team
members, and (b) the same team leader and her boss?
The manager is held accountable by her boss for performance results of her work unit. The manager must
answer to her boss for unit performance. By the same token, the manager’s subordinates must answer to her
for their individual performance. They are accountable to her.
13. Explain how the “glass ceiling effect” may disadvantage newly hired African American college graduates
in a large corporation?
If the glass ceiling effect were to operate in a given situation, it would act as a hidden barrier to advancement
beyond a certain level. Managers controlling promotions and advancement opportunities in the firm would not
give them to African American candidates, regardless of their capabilities. Although the newly hired graduates
might progress for a while, sooner or later their upward progress in the firm would be halted by this invisible
barrier.
14. What is globalization, and what are its implications for working in the new economy?
Globalization means that the countries and peoples of the world are increasingly interconnected and that
business firms increasingly cross-national boundaries in acquiring resources, getting work accomplished, and
selling their products. This internationalization of work will affect most everyone in the new economy. People
will be working with others from different countries, working in other countries, and certainly buying and using
products and services produced in whole or in part in other countries. As countries become more
interdependent economically, products are sold and resources purchased around the world, and business
strategies increasingly target markets in more than one country.
15. You have just been hired as the new head of an audit team for a national accounting firm. With four years
of experience, you feel technically well prepared for the assignment. However, this is your first formal
appointment as a “manager.” Things are complicated at the moment. The team has 12 members of diverse
demographic and cultural backgrounds, as well as work experience. There is an intense workload and lots
of performance pressure. How will this situation challenge you to develop and use essential managerial
skills and related competencies to successfully manage the team to high levels of auditing performance?
One approach to this question is through the framework of essential management skills offered by Katz. At the
first level of management, technical skills are important, and I would feel capable in this respect. However, I
would expect to learn and refine these skills through my work experiences. Human skills, the ability to work
well with other people, will also be very important. Given the diversity anticipated for this team, I will need
good human skills. Included here would be my emotional intelligence, or the ability to understand my
emotions and those of others when I am interacting with them. I will also have a leadership responsibility to
help others on the team develop and utilize these skills so that the team itself can function effectively. Finally, I
would expect opportunities to develop my conceptual or analytical skills in anticipation of higher-level
appointments. In terms of personal development, I should recognize that the conceptual skills will increase in
Management 12th Edition by John R. Schermerhorn
Chapter 1-18
.________________________________________1. Business Exams1.1. Overview of Business EducationBusiness education prepares students for leadership and management roles in various ind
Chapter 01: Introducing Management
1. What are the challenges of working in the new economy?
• Work in the new economy is increasingly knowledge based, and intellectual capital is the foundation of
organizational performance.
• Organizations must value the talents of a workforce whose members are increasingly diverse with respect
to gender, age, race and ethnicity, able-bodiedness, and lifestyles.
• The forces of globalization are bringing increased interdependencies among nations and economies, as
customer markets and resource flows create intense business competition.
• Ever-present developments in information technology are reshaping organizations, changing the nature of
work, and increasing the value of knowledge workers.
• Society has high expectations for organizations and their members to perform with commitment to high
ethical standards and in socially responsible ways.
• Careers in the new economy require great personal initiative to build and maintain skill “portfolios” that are
always up-to-date and valuable in a free agent economy.
2. What are organizations like in the new workplace?
• Organizations are collections of people working together to achieve a common purpose.
• As open systems, organizations interact with their environments in the process of transforming resource
inputs into product and service outputs.
• Productivity is a measure of the quantity and quality of work performance, with resource costs taken into
account.
• High-performing organizations achieve both performance effectiveness in terms of goal accomplishment, and
performance efficiency in terms of resource utilization.
3. Who are the managers and what do they do?
• Managers directly support and facilitate the work efforts of other people in organizations.
• Top managers scan the environment, create strategies, and emphasize long-term goals; middle managers
coordinate activities in large departments or divisions; team leaders and supervisors support performance of
front-line workers at the team or work-unit level.
• Functional managers work in specific areas such as finance or marketing; general managers are responsible
for larger multifunctional units; administrators are managers in public or nonprofit organizations.
• The upside-down pyramid view of organizations shows operating workers at the top, serving customer needs
while being supported from below by various levels of management.
• The changing nature of managerial work emphasizes being good at “coaching” and “supporting” others,
rather than simply “directing” and “order-giving.”
4. What is the management process?
• The management process consists of the four functions of planning, organizing, leading, and controlling.
• Planning sets the direction; organizing assembles the human and material resources; leading provides the
,enthusiasm and direction; controlling ensures results.
• Managers implement the four functions in daily work that is often intense and stressful, involving long hours
and continuous performance pressures.
• Managerial success requires the ability to perform well in interpersonal, informational, and decision-making
roles.
• Managerial success also requires the ability to build interpersonal networks and use them to accomplish
well-selected task agendas.
5. How do you learn essential managerial skills and competencies?
• Careers in the new economy demand continual attention to lifelong learning from all aspects of daily
experience and job opportunities.
• Skills considered essential for managers are broadly described as technical—ability to use expertise; human
—ability to work well with other people; and conceptual ability to analyze and solve complex problems.
• Human skills are equally important for all management levels, whereas conceptual skills gain importance at
higher levels and technical skills gain importance at lower levels.
• .________________________________________1. Business Exams1.1. Overview of Business EducationBusiness education prepares students for leadership and management roles in various ind
6. Why is job migration considered to be a side effect of globalization? How is it being dealt with in the
U.S.?
One controversial side effect to globalization is job migration, the shifting of jobs from one country to another.
The U.S. economy has been a net loser to job migration while countries like China, India, and the Philippines
are net gainers. Politicians and policymakers regularly debate the high costs of job migration as local workers
lose jobs and their communities lose economic vitality. One side looks for new government policies to stop job
migration and protect the jobs of U.S. workers. The other side calls for patience, believing that the national
economy will strengthen and grow jobs in the long run as the global economy readjusts.
7. List some of the changes in present organizational trends?
Here are some of the changes in present organizational trends:
• Focus on valuing human capital: The premium is on high-involvement work settings that rally the knowledge,
experience, and commitment of all members.
• Demise زوالof “command-and-control”: Traditional top-down “do as I say” bosses are giving way to
participatory bosses who treat people with respect.
• Emphasis on teamwork: Organizations are more horizontal in focus, and driven by teamwork that pools
talents for creative problem solving.
• Preeminence of technology: New developments in computer and information technology continually change
the way organizations operate and how people work.
• Importance of networking: Organizations and their members are networked for intense, real-time
communication and coordination.
• New workforce expectations: A new generation of workers is less tolerant of hierarchy, more informal,
attentive to performance merit, and concerned for work–life balance.
• Priorities on sustainability: Social values show more attention to preservation of natural resources for future
generations and understanding how work affects human well-being.
8. Discuss the hierarchical structure of typical business organizations?
,At the highest levels of business organizations, we find the board of directors whose members are elected by
stockholders to represent their ownership interests. In nonprofit organizations such as a hospital or university,
this level is often called a board of trustees, and it may be elected by local citizens, appointed by government
bodies, or invited by existing members. The top managers including the chief executive officer (CEO), chief
operating officer (COO), chief financial officer (CFO), chief information officer (CIO), chief diversity officer
(CDO), president, and vice president constitute an executive team that reports to the board and is responsible
for the performance of an organization as a whole or for one of its larger parts. Middle managers report to top
managers and are in charge of relatively large departments or divisions consisting of several smaller work
units. Examples are clinic directors in hospitals; deans in universities; and division managers, plant managers,
and regional sales managers in businesses. Middle managers work with top managers, coordinate with peers,
and support lower levels to develop and pursue action plans that implement organizational strategies to
accomplish key objectives. Team leaders report to middle managers and supervise nonmanagerial workers.
.________________________________________1. Business Exams1.1. Overview of Business EducationBusiness education prepares students for leadership and management roles in various ind
9. Briefly explain the four management functions?
The four functions of management in what is called the management process are: planning, organizing,
leading, and controlling.
Planning is the process of setting performance objectives and determining what actions should be taken to
accomplish them. Through planning, a manager identifies desired results and ways to achieve them.
Organizing is the process of assigning tasks, allocating resources, and coordinating work activities.
Leading is the process of arousing enthusiasm and inspiring efforts to achieve goals.
Controlling is the process of measuring performance and taking action to ensure desired results.
10. Discuss the various roles performed by a manager?
The managerial roles fall into three categories—informational, interpersonal, and decisional roles.
A manager’s informational roles involve the giving, receiving, and analyzing of information. A manager
fulfilling these roles will be a monitor, scanning for information; a disseminator ناشر, sharing information; and
a spokesperson, acting as official communicator. The interpersonal roles involve interactions with people
inside and outside the work unit. A manager fulfilling these roles will be a figurehead, modeling and setting
forth key principles and policies; a leader, providing direction and instilling غرسenthusiasm; and a liaison
التصال, coordinating with others. The decisional roles involve using information to make decisions to solve
problems or address opportunities. A manager fulfilling these roles will be a disturbance handler, dealing with
problems and conflicts; a resource allocator, handling budgets and distributing resources; a negotiator, making
deals and forging agreements; and an entrepreneur, developing new initiatives.
11. Discuss the importance of ethics in the relationship between managers and the people they supervise?
Managers must value people and respect subordinates as mature, responsible, adult human beings. This is
part of their ethical and social responsibility as persons to whom others report at work. The work setting
should be organized and managed to respect the rights of people and their human dignity. Included among the
expectations for ethical behavior would be actions to protect individual privacy, provide freedom from sexual
, harassment, and offer safe and healthy job conditions. Failure to do so is socially irresponsible. It may also
cause productivity losses due to dissatisfaction and poor work commitments.
.________________________________________1. Business Exams1.1. Overview of Business EducationBusiness education prepares students for leadership and management roles in various ind
12. Explain how “accountability” operates in the relationship between (a) a team leader and her team
members, and (b) the same team leader and her boss?
The manager is held accountable by her boss for performance results of her work unit. The manager must
answer to her boss for unit performance. By the same token, the manager’s subordinates must answer to her
for their individual performance. They are accountable to her.
13. Explain how the “glass ceiling effect” may disadvantage newly hired African American college graduates
in a large corporation?
If the glass ceiling effect were to operate in a given situation, it would act as a hidden barrier to advancement
beyond a certain level. Managers controlling promotions and advancement opportunities in the firm would not
give them to African American candidates, regardless of their capabilities. Although the newly hired graduates
might progress for a while, sooner or later their upward progress in the firm would be halted by this invisible
barrier.
14. What is globalization, and what are its implications for working in the new economy?
Globalization means that the countries and peoples of the world are increasingly interconnected and that
business firms increasingly cross-national boundaries in acquiring resources, getting work accomplished, and
selling their products. This internationalization of work will affect most everyone in the new economy. People
will be working with others from different countries, working in other countries, and certainly buying and using
products and services produced in whole or in part in other countries. As countries become more
interdependent economically, products are sold and resources purchased around the world, and business
strategies increasingly target markets in more than one country.
15. You have just been hired as the new head of an audit team for a national accounting firm. With four years
of experience, you feel technically well prepared for the assignment. However, this is your first formal
appointment as a “manager.” Things are complicated at the moment. The team has 12 members of diverse
demographic and cultural backgrounds, as well as work experience. There is an intense workload and lots
of performance pressure. How will this situation challenge you to develop and use essential managerial
skills and related competencies to successfully manage the team to high levels of auditing performance?
One approach to this question is through the framework of essential management skills offered by Katz. At the
first level of management, technical skills are important, and I would feel capable in this respect. However, I
would expect to learn and refine these skills through my work experiences. Human skills, the ability to work
well with other people, will also be very important. Given the diversity anticipated for this team, I will need
good human skills. Included here would be my emotional intelligence, or the ability to understand my
emotions and those of others when I am interacting with them. I will also have a leadership responsibility to
help others on the team develop and utilize these skills so that the team itself can function effectively. Finally, I
would expect opportunities to develop my conceptual or analytical skills in anticipation of higher-level
appointments. In terms of personal development, I should recognize that the conceptual skills will increase in
