Page 2
TEST BANK
MANAGEMENT A PRACTICAL INTRODUCTION
10TH EDITION BY KINICKI
ALL CHAPTERS COVERED
NEWEST VERSION.
Want to earn $1.236
extra per year?
, Page 3
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
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extra per year?
, Page 4
Chapter 1. The Exceptional Manager: What You Do, How
You Do It
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 in terms of cutting costs and responsiveness to employees.
⊚ True
⊚ False
3) Innovation in business is defined as seeking ways to deliver less
costly goods but in similar ways, maintaining employee morale.
⊚ True
⊚ False
4) Telecommuting has been found to enhance employee satisfaction
and performance.
⊚ True
⊚ False
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, Page 5
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 plans on 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 corporate goals, 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 top management. Leonardo is a middle manager.
Want to earn $1.236
extra per year?
TEST BANK
MANAGEMENT A PRACTICAL INTRODUCTION
10TH EDITION BY KINICKI
ALL CHAPTERS COVERED
NEWEST VERSION.
Want to earn $1.236
extra per year?
, Page 3
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
Want to earn $1.236
extra per year?
, Page 4
Chapter 1. The Exceptional Manager: What You Do, How
You Do It
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 in terms of cutting costs and responsiveness to employees.
⊚ True
⊚ False
3) Innovation in business is defined as seeking ways to deliver less
costly goods but in similar ways, maintaining employee morale.
⊚ True
⊚ False
4) Telecommuting has been found to enhance employee satisfaction
and performance.
⊚ True
⊚ False
Want to earn $1.236
extra per year?
, Page 5
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 plans on 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 corporate goals, 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 top management. Leonardo is a middle manager.
Want to earn $1.236
extra per year?
