TEST BANK
MANAGEMENT A
PRACTICAL
INTRODUCTION 10TH
EDITION BY KINICKI
ALL CHAPTERS
COVERED
,TABLE OF CONTENT
PART 1: INTRODUCTION
1. The Exceptional Manager What You Do, How You Do It
2. Management Theory Essential Background for the Successful Manager
PART 2: THE ENVIRONMENT OF MANAGEMENT
3. The Manager‟s Changing Work Environment and Ethical Responsibilities
Doing the Right Thing Learning Module 1: Shared Value and Sustainable
Development A New Way to Think about Leading and Managing
4. Global Management Managing
across Borders PART 3: PLANNING
5. Planning The Foundation of Successful Management
6. Strategic Management How Exceptional Managers Realize a
Grand Design Learning Module 2: Entrepreneurship
7. Individual and Group Decision Making How Managers Make Things Happen
PART 4: ORGANIZING
8. Organizational Culture and Structure Drivers of Strategic Implementation
9. Human Resource Management Getting the Right People for Managerial Success
10. Organizational Change and Innovation Lifelong Challenges for the Exceptional
Manager
PART 5: LEADING
11. Managing Individual Differences and Behavior Supervising People as People
12. Motivating Employees Achieving Superior Performance in the Workplace
13. Groups and Teams Increasing Cooperation, Reducing Conflict
14. Power, Influence, and Leadership From Becoming a Manager to Becoming a Leader
15. Interpersonal and Organizational Communication Mastering the Exchange of
Information
PART 6: CONTROLLING
16. Control Systems and Quality Management Techniques for Enhancing Organizational
Effectiveness
,Chapter 1. The Exceptional Manager
ANSWERS AT THE END OF EACH CHAPTER
TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.
1) At times, to be efficient in management means NOT using resources in the
most cost-effective way.
⊚ true
⊚ false
2) Organizations can gain a competitive advantage simply by matching their
competition interms of cutting costs and responsiveness to employees.
⊚ true
⊚ false
3) Innovation in business is defined as seeking ways to deliver less costly
goods but insimilar ways, maintaining employee morale.
⊚ true
⊚ false
4) Telecommuting has been found to enhance employee satisfaction and
performance.
⊚ true
⊚ false
, 5) Jorge is developing a new employee schedule for his landscaping business due
to the increase in customer calls during the summer. While doing this, Jorge is
involved in organizing.
⊚ true
⊚ false
6) Amber, a district manager for a large restaurant chain, is comparing the goals of
her restaurants with recent sales. She knows that two restaurants are
underperforming, so she planson meeting with those managers to discuss corrective
action; this process is the controlling managerial function.
⊚ true
⊚ false
7) Tia works for a line of high-end fashion clothing stores. In her role, she makes
strategic long-term decisions about her company‟s overall direction, and she creates the
overall corporategoals, policies, and strategies. In light of these tasks, Tia must be a
middle manager.
⊚ true
⊚ false
8) Leonardo is a district manager who oversees several store managers in a national
chain of retailers. Leonardo reports directly to the vice president of stores and marketing, a
member of topmanagement. Leonardo is a middle manager.
MANAGEMENT A
PRACTICAL
INTRODUCTION 10TH
EDITION BY KINICKI
ALL CHAPTERS
COVERED
,TABLE OF CONTENT
PART 1: INTRODUCTION
1. The Exceptional Manager What You Do, How You Do It
2. Management Theory Essential Background for the Successful Manager
PART 2: THE ENVIRONMENT OF MANAGEMENT
3. The Manager‟s Changing Work Environment and Ethical Responsibilities
Doing the Right Thing Learning Module 1: Shared Value and Sustainable
Development A New Way to Think about Leading and Managing
4. Global Management Managing
across Borders PART 3: PLANNING
5. Planning The Foundation of Successful Management
6. Strategic Management How Exceptional Managers Realize a
Grand Design Learning Module 2: Entrepreneurship
7. Individual and Group Decision Making How Managers Make Things Happen
PART 4: ORGANIZING
8. Organizational Culture and Structure Drivers of Strategic Implementation
9. Human Resource Management Getting the Right People for Managerial Success
10. Organizational Change and Innovation Lifelong Challenges for the Exceptional
Manager
PART 5: LEADING
11. Managing Individual Differences and Behavior Supervising People as People
12. Motivating Employees Achieving Superior Performance in the Workplace
13. Groups and Teams Increasing Cooperation, Reducing Conflict
14. Power, Influence, and Leadership From Becoming a Manager to Becoming a Leader
15. Interpersonal and Organizational Communication Mastering the Exchange of
Information
PART 6: CONTROLLING
16. Control Systems and Quality Management Techniques for Enhancing Organizational
Effectiveness
,Chapter 1. The Exceptional Manager
ANSWERS AT THE END OF EACH CHAPTER
TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.
1) At times, to be efficient in management means NOT using resources in the
most cost-effective way.
⊚ true
⊚ false
2) Organizations can gain a competitive advantage simply by matching their
competition interms of cutting costs and responsiveness to employees.
⊚ true
⊚ false
3) Innovation in business is defined as seeking ways to deliver less costly
goods but insimilar ways, maintaining employee morale.
⊚ true
⊚ false
4) Telecommuting has been found to enhance employee satisfaction and
performance.
⊚ true
⊚ false
, 5) Jorge is developing a new employee schedule for his landscaping business due
to the increase in customer calls during the summer. While doing this, Jorge is
involved in organizing.
⊚ true
⊚ false
6) Amber, a district manager for a large restaurant chain, is comparing the goals of
her restaurants with recent sales. She knows that two restaurants are
underperforming, so she planson meeting with those managers to discuss corrective
action; this process is the controlling managerial function.
⊚ true
⊚ false
7) Tia works for a line of high-end fashion clothing stores. In her role, she makes
strategic long-term decisions about her company‟s overall direction, and she creates the
overall corporategoals, policies, and strategies. In light of these tasks, Tia must be a
middle manager.
⊚ true
⊚ false
8) Leonardo is a district manager who oversees several store managers in a national
chain of retailers. Leonardo reports directly to the vice president of stores and marketing, a
member of topmanagement. Leonardo is a middle manager.
