This OpenStax ancillary resource is © Rice University under a CC BY 4.0 International license; it may be reproduced or modified but must be
attributed to OpenStax, Rice University and any changes must be noted.
Chapter 1 MANAGING AND PERFORMING
TRUE-FALSE QUESTIONS
Title: ANSWER: T REFERENCE: What Do Managers Do? LEARNING OUTCOME: 1
1. According to Mintzberg, managers averaged 36 written and 16 verbal contacts per day with most of
these activities lasting less than nine minutes.
a. True
b. False
Title: ANSWER: F REFERENCE: What Do Managers Do? LEARNING OUTCOME: 1
2. Kotter studied a number of successful general managers over a five-year period and found that they
spend most of their time by themselves drawing up plans or worrying about important decisions.
a. True
b. False
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
3. The influence of managers is most clearly seen, according to Mintzberg, in the figurehead role.
a. True
b. False
Title: ANSWER: T REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
4. While the entrepreneur role describes managers who initiate change, the disturbance or crisis handler
role depicts managers who must involuntarily react to conditions.
a. True
b. False
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
5. In the leader role, managers pass privileged information directly to subordinates, whereas in the
disseminator role, managers send information to people outside of their organizations.
a. True
b. False
Title: ANSWER: T REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
6. As monitors, managers are constantly scanning the environment for information, talking with liaison
contacts and subordinates, and receiving unsolicited information.
a. True
b. False
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
7. According to Mintzberg, disturbance handler is an interpersonal role.
a. True
b. False
Title: ANSWER: T REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
8. In a leader role, a manager counsels, communicates, and directs subordinates.
a. True
b. False
, Principles of Management
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
9. In a liaison role, a manager performs formal duties like greeting customers and signing contracts.
a. True
b. False
Title: ANSWER: T REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
10. For managers, threats include technological breakthroughs on the part of competitors, obsolescence in
their organization, and dramatically shortened product cycles.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
11. For managers, in any organization, threats include product or service niches that are underserved, out-
of-cycle hiring possibilities, mergers, purchases, or upgrades in equipment, space, or other assets.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
12. Community relations and external consulting are self-described activities of a manager’s
responsibilities.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
13. As part of their responsibilities, all managers get involved in planning, scheduling, and monitoring the
design, development, production, and delivery of the organization’s products and services.
a. True
b. False
Title: ANSWER: T REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
14. Executive managers are at the top of the hierarchy and are responsible for the entire organization,
especially its strategic direction.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
15. Front-line managers in organizations devote more of their time to conceptual issues.
a. True
b. False
This OpenStax ancillary resource is © Rice University under a CC BY 4.0 International license; it may be reproduced or modified but must be
April 30, 2019 2
attributed to OpenStax, Rice University and any changes must be noted.
Chapter 1 MANAGING AND PERFORMING
TRUE-FALSE QUESTIONS
Title: ANSWER: T REFERENCE: What Do Managers Do? LEARNING OUTCOME: 1
1. According to Mintzberg, managers averaged 36 written and 16 verbal contacts per day with most of
these activities lasting less than nine minutes.
a. True
b. False
Title: ANSWER: F REFERENCE: What Do Managers Do? LEARNING OUTCOME: 1
2. Kotter studied a number of successful general managers over a five-year period and found that they
spend most of their time by themselves drawing up plans or worrying about important decisions.
a. True
b. False
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
3. The influence of managers is most clearly seen, according to Mintzberg, in the figurehead role.
a. True
b. False
Title: ANSWER: T REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
4. While the entrepreneur role describes managers who initiate change, the disturbance or crisis handler
role depicts managers who must involuntarily react to conditions.
a. True
b. False
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
5. In the leader role, managers pass privileged information directly to subordinates, whereas in the
disseminator role, managers send information to people outside of their organizations.
a. True
b. False
Title: ANSWER: T REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
6. As monitors, managers are constantly scanning the environment for information, talking with liaison
contacts and subordinates, and receiving unsolicited information.
a. True
b. False
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
7. According to Mintzberg, disturbance handler is an interpersonal role.
a. True
b. False
Title: ANSWER: T REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
8. In a leader role, a manager counsels, communicates, and directs subordinates.
a. True
b. False
, Principles of Management
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
9. In a liaison role, a manager performs formal duties like greeting customers and signing contracts.
a. True
b. False
Title: ANSWER: T REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
10. For managers, threats include technological breakthroughs on the part of competitors, obsolescence in
their organization, and dramatically shortened product cycles.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
11. For managers, in any organization, threats include product or service niches that are underserved, out-
of-cycle hiring possibilities, mergers, purchases, or upgrades in equipment, space, or other assets.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
12. Community relations and external consulting are self-described activities of a manager’s
responsibilities.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
13. As part of their responsibilities, all managers get involved in planning, scheduling, and monitoring the
design, development, production, and delivery of the organization’s products and services.
a. True
b. False
Title: ANSWER: T REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
14. Executive managers are at the top of the hierarchy and are responsible for the entire organization,
especially its strategic direction.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
15. Front-line managers in organizations devote more of their time to conceptual issues.
a. True
b. False
This OpenStax ancillary resource is © Rice University under a CC BY 4.0 International license; it may be reproduced or modified but must be
April 30, 2019 2
