Test Bank for Management 11th Edition by
Robbins
Business Management 1
,Management, 11e (Robbins/Coulter)
Chapter 2 Understanding Management's Context: Constraints and Challenges
1) In the symbolic view of management, managers are seen as directly responsible for an
organization's success or failure.
Answer: FALSE
Page Ref: 45
Topic: The Manager: Omnipotent or Symbolic?
Objective: 1
Difficulty: Easy
Classification: Conceptual
2) The view of managers as omnipotent is consistent with the stereotypical picture of the take-
charge business executive who can overcome any obstacle in carrying out the organization's
objectives.
Answer: TRUE
Page Ref: 45
Topic: The Manager: Omnipotent or Symbolic?
Objective: 1
Difficulty: Easy
Classification: Conceptual
3) The symbolic view of management impact is useful in explaining the high turnover among
sports coaches, who can be considered the "managers" of their teams.
Answer: FALSE
Page Ref: 45
Topic: The Manager: Omnipotent or Symbolic?
Objective: 1
Difficulty: Easy
Classification: Conceptual
4) A dynamic environment is characterized by the absence of new competitors, few
technological breakthroughs by current competitors, and little activity by pressure groups to
influence the organization.
Answer: FALSE
Page Ref: 49
Topic: The Environment
Objective: 2
Difficulty: Moderate
Classification: Conceptual
1
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
,5) Environmental uncertainty looks at the number of components in an organization's
environment and the extent of the knowledge that the organization has about those
components. Answer: FALSE
Page Ref: 49
Objective: 1
Difficulty: Easy
Classification: Conceptual
6) An organization's competitors and employees are considered to be stakeholders who
are affected by the organization's decisions and actions.
Answer: TRUE
Page Ref: 50
Topic: Organizational Culture
Objective: 2
Difficulty: Easy
Classification: Conceptual
7) A dynamic and simple environment is characterized by the greatest level of
environmental uncertainty.
Answer: FALSE
Page Ref: 50
Objective: 2
Difficulty: Easy
Classification: Conceptual
8) Managers of high-performing companies tend to consider the interests of the most
profitable stakeholder groups as they make decisions.
Answer: FALSE
Page Ref: 50
Objective: 2
Difficulty: Moderate
Classification: Conceptual
9) Strong cultures have more influence on employees than do weak
cultures. Answer: TRUE
Page Ref: 52
Topic: Organizational Culture
Objective: 3
Difficulty: Easy
Classification: Conceptual
10) The shared aspect of culture implies that all employees in an organization approve of
the culture.
Answer: FALSE
Page Ref: 52
Objective: 3
Difficulty: Easy
Classification: Conceptual
2
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
, 11) In strong organizational cultures, employees have little knowledge of company history
or heroes, what is important is present performance.
Answer: FALSE
Page Ref: 53
Topic: Organizational Culture
Objective: 3
Difficulty: Easy
Classification: Conceptual
12) Organizations help employees adapt to the culture through
socialization. Answer: TRUE
Page Ref: 54
Topic: Organizational Culture
Objective: 3
Difficulty: Easy
Classification: Conceptual
13) Corporate rituals are repetitive sequences of activities that express and reinforce the
key values of an organization.
Answer: TRUE
Page Ref: 55
Topic: Organizational Culture
Objective: 3
Difficulty: Easy
Classification: Conceptual
14) In a "ready-aim-fire" culture, managers take action and then analyze what has been
done. Answer: FALSE
Page Ref: 57
Topic: Organizational Culture
Objective: 3
Difficulty: Easy
Classification: Conceptual
15) In order to develop an innovative organizational culture, managers must minimize
ambiguity and uncertainty and discourage risk-taking.
Answer: FALSE
Page Ref: 58
Topic: Organizational Culture
Objective: 4
Difficulty: Moderate
Classification: Conceptual
3
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Robbins
Business Management 1
,Management, 11e (Robbins/Coulter)
Chapter 2 Understanding Management's Context: Constraints and Challenges
1) In the symbolic view of management, managers are seen as directly responsible for an
organization's success or failure.
Answer: FALSE
Page Ref: 45
Topic: The Manager: Omnipotent or Symbolic?
Objective: 1
Difficulty: Easy
Classification: Conceptual
2) The view of managers as omnipotent is consistent with the stereotypical picture of the take-
charge business executive who can overcome any obstacle in carrying out the organization's
objectives.
Answer: TRUE
Page Ref: 45
Topic: The Manager: Omnipotent or Symbolic?
Objective: 1
Difficulty: Easy
Classification: Conceptual
3) The symbolic view of management impact is useful in explaining the high turnover among
sports coaches, who can be considered the "managers" of their teams.
Answer: FALSE
Page Ref: 45
Topic: The Manager: Omnipotent or Symbolic?
Objective: 1
Difficulty: Easy
Classification: Conceptual
4) A dynamic environment is characterized by the absence of new competitors, few
technological breakthroughs by current competitors, and little activity by pressure groups to
influence the organization.
Answer: FALSE
Page Ref: 49
Topic: The Environment
Objective: 2
Difficulty: Moderate
Classification: Conceptual
1
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
,5) Environmental uncertainty looks at the number of components in an organization's
environment and the extent of the knowledge that the organization has about those
components. Answer: FALSE
Page Ref: 49
Objective: 1
Difficulty: Easy
Classification: Conceptual
6) An organization's competitors and employees are considered to be stakeholders who
are affected by the organization's decisions and actions.
Answer: TRUE
Page Ref: 50
Topic: Organizational Culture
Objective: 2
Difficulty: Easy
Classification: Conceptual
7) A dynamic and simple environment is characterized by the greatest level of
environmental uncertainty.
Answer: FALSE
Page Ref: 50
Objective: 2
Difficulty: Easy
Classification: Conceptual
8) Managers of high-performing companies tend to consider the interests of the most
profitable stakeholder groups as they make decisions.
Answer: FALSE
Page Ref: 50
Objective: 2
Difficulty: Moderate
Classification: Conceptual
9) Strong cultures have more influence on employees than do weak
cultures. Answer: TRUE
Page Ref: 52
Topic: Organizational Culture
Objective: 3
Difficulty: Easy
Classification: Conceptual
10) The shared aspect of culture implies that all employees in an organization approve of
the culture.
Answer: FALSE
Page Ref: 52
Objective: 3
Difficulty: Easy
Classification: Conceptual
2
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
, 11) In strong organizational cultures, employees have little knowledge of company history
or heroes, what is important is present performance.
Answer: FALSE
Page Ref: 53
Topic: Organizational Culture
Objective: 3
Difficulty: Easy
Classification: Conceptual
12) Organizations help employees adapt to the culture through
socialization. Answer: TRUE
Page Ref: 54
Topic: Organizational Culture
Objective: 3
Difficulty: Easy
Classification: Conceptual
13) Corporate rituals are repetitive sequences of activities that express and reinforce the
key values of an organization.
Answer: TRUE
Page Ref: 55
Topic: Organizational Culture
Objective: 3
Difficulty: Easy
Classification: Conceptual
14) In a "ready-aim-fire" culture, managers take action and then analyze what has been
done. Answer: FALSE
Page Ref: 57
Topic: Organizational Culture
Objective: 3
Difficulty: Easy
Classification: Conceptual
15) In order to develop an innovative organizational culture, managers must minimize
ambiguity and uncertainty and discourage risk-taking.
Answer: FALSE
Page Ref: 58
Topic: Organizational Culture
Objective: 4
Difficulty: Moderate
Classification: Conceptual
3
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
