TEST BANK FOR
MANAGEMENT (16TH
EDITION) BY STEPHEN
ROBBINS, MARY COULTER
& LORI LONG|
9780138090777| ALL
CHAPTER 1-18| LATEST
Test Bank for Management (16th Edition) – Robbins,
Coulter & Long
Note on Edition: The 16th Edition (©2025) of Management by Stephen P. Robbins,
Mary A. Coulter, and Lori Long contains 18 chapters organized into 6 parts . The test
bank covers all chapters with verified multiple-choice questions, true/false, and essay
questions .
Instructions: Each question has one best answer. Correct answers are bolded, followed
by a rationale and chapter reference.
Part 1: Introduction to Management
Chapter 1: Managers and You in the Workplace
,1. An individual who works with and through other people by coordinating their
work activities in order to accomplish organizational goals is:
A) An assembly line worker
B) A laborer
C) A manager
D) A salesperson
Rationale: A manager is defined as someone who coordinates and oversees the work of
other people so that organizational goals can be accomplished .
2. In today's workplace:
A) Many employees perform work that in the past was considered managerial
activities
B) Women are more likely than men to be promoted into management
C) Women tend to be more effective supervisors than men
D) Most organizations have eliminated the title of manager
Rationale: The changing nature of organizations and work has blurred the distinction
between managers and nonmanagerial employees. Many traditional nonmanagerial jobs
now include managerial activities .
3. An organizational structure that does away with traditional management roles
and distributes decision making throughout the organization by empowering
teams to manage themselves is called a:
A) Frontline management system
B) Holacracy
C) Management pyramid
D) Bureaucratic structure
Rationale: A holacracy is an organizational structure that eliminates traditional
management roles and distributes decision-making authority throughout the
organization by empowering teams to manage themselves .
4. First-line managers are typically those who:
A) Are also considered middle managers
B) Are involved with producing the organization's products or providing its service
C) Are at the top of the organizational chart
D) Are the first persons new hires meet
,Rationale: First-line managers are the lowest level of management and manage the
work of nonmanagerial individuals who are directly involved with the production or
creation of the organization's products or servicing its customers .
5. Supervisor is another name for:
A) Store manager
B) Middle manager
C) First-line manager
D) Top manager
Rationale: First-line managers are often called supervisors, shift managers, district
managers, department managers, or office managers .
6. Managers with titles such as regional manager or division manager are:
A) First-line managers
B) Middle managers
C) Production managers
D) Top managers
Rationale: Middle managers have titles such as department head, project leader, store
manager, or division manager. They manage the work of first-line managers .
7. ________ are responsible for making organization-wide decisions and establishing
the plans and goals that affect the entire organization.
A) First-line managers
B) Middle managers
C) Top managers
D) Team leaders
Rationale: Top managers are responsible for making organization-wide decisions and
establishing the plans and goals that affect the entire organization. They typically have
titles such as executive vice president, president, managing director, chief operating
officer, or chief executive officer .
8. Kenneth is a vice president of operations. His position would be regarded as a:
A) First-line manager
B) Middle manager
C) Top manager
D) Nonmanagerial employee
, Rationale: Vice presidents are top managers. Top managers are at or near the upper
levels of the organizational structure and are responsible for making organization-wide
decisions .
9. A manager's job focuses on:
A) Performing clerical duties
B) Personal achievement
C) Helping others accomplish their work goals
D) Supervising groups rather than individual employees
Rationale: A manager's job is about helping others do their work. Managers coordinate
and oversee the work of other people so organizational goals can be accomplished .
10. Which of the following is NOT one of the three reasons managers are
important?
A) Organizations need their managerial skills and abilities
B) Managers are critical to getting things done
C) Managers provide a sense of accomplishment for the firm
D) Managers make a difference in an organization's performance
Rationale: Managers are important because organizations need their skills, they are
critical to getting things done, and they make a difference in performance. Providing a
"sense of accomplishment for the firm" is not a stated reason .
11. Efficiency is defined as:
A) Doing the right things
B) Getting the most output from the least amount of inputs
C) Achieving organizational goals
D) Coordinating work activities
Rationale: Efficiency (means) is getting the most output from the least amount of inputs
or resources. Effectiveness (ends) is doing work activities that will result in achieving
goals .
12. Effectiveness is defined as:
A) Getting the most output from the least amount of inputs
B) Doing work activities that will result in achieving goals
C) Minimizing resource waste
D) Coordinating and overseeing work
MANAGEMENT (16TH
EDITION) BY STEPHEN
ROBBINS, MARY COULTER
& LORI LONG|
9780138090777| ALL
CHAPTER 1-18| LATEST
Test Bank for Management (16th Edition) – Robbins,
Coulter & Long
Note on Edition: The 16th Edition (©2025) of Management by Stephen P. Robbins,
Mary A. Coulter, and Lori Long contains 18 chapters organized into 6 parts . The test
bank covers all chapters with verified multiple-choice questions, true/false, and essay
questions .
Instructions: Each question has one best answer. Correct answers are bolded, followed
by a rationale and chapter reference.
Part 1: Introduction to Management
Chapter 1: Managers and You in the Workplace
,1. An individual who works with and through other people by coordinating their
work activities in order to accomplish organizational goals is:
A) An assembly line worker
B) A laborer
C) A manager
D) A salesperson
Rationale: A manager is defined as someone who coordinates and oversees the work of
other people so that organizational goals can be accomplished .
2. In today's workplace:
A) Many employees perform work that in the past was considered managerial
activities
B) Women are more likely than men to be promoted into management
C) Women tend to be more effective supervisors than men
D) Most organizations have eliminated the title of manager
Rationale: The changing nature of organizations and work has blurred the distinction
between managers and nonmanagerial employees. Many traditional nonmanagerial jobs
now include managerial activities .
3. An organizational structure that does away with traditional management roles
and distributes decision making throughout the organization by empowering
teams to manage themselves is called a:
A) Frontline management system
B) Holacracy
C) Management pyramid
D) Bureaucratic structure
Rationale: A holacracy is an organizational structure that eliminates traditional
management roles and distributes decision-making authority throughout the
organization by empowering teams to manage themselves .
4. First-line managers are typically those who:
A) Are also considered middle managers
B) Are involved with producing the organization's products or providing its service
C) Are at the top of the organizational chart
D) Are the first persons new hires meet
,Rationale: First-line managers are the lowest level of management and manage the
work of nonmanagerial individuals who are directly involved with the production or
creation of the organization's products or servicing its customers .
5. Supervisor is another name for:
A) Store manager
B) Middle manager
C) First-line manager
D) Top manager
Rationale: First-line managers are often called supervisors, shift managers, district
managers, department managers, or office managers .
6. Managers with titles such as regional manager or division manager are:
A) First-line managers
B) Middle managers
C) Production managers
D) Top managers
Rationale: Middle managers have titles such as department head, project leader, store
manager, or division manager. They manage the work of first-line managers .
7. ________ are responsible for making organization-wide decisions and establishing
the plans and goals that affect the entire organization.
A) First-line managers
B) Middle managers
C) Top managers
D) Team leaders
Rationale: Top managers are responsible for making organization-wide decisions and
establishing the plans and goals that affect the entire organization. They typically have
titles such as executive vice president, president, managing director, chief operating
officer, or chief executive officer .
8. Kenneth is a vice president of operations. His position would be regarded as a:
A) First-line manager
B) Middle manager
C) Top manager
D) Nonmanagerial employee
, Rationale: Vice presidents are top managers. Top managers are at or near the upper
levels of the organizational structure and are responsible for making organization-wide
decisions .
9. A manager's job focuses on:
A) Performing clerical duties
B) Personal achievement
C) Helping others accomplish their work goals
D) Supervising groups rather than individual employees
Rationale: A manager's job is about helping others do their work. Managers coordinate
and oversee the work of other people so organizational goals can be accomplished .
10. Which of the following is NOT one of the three reasons managers are
important?
A) Organizations need their managerial skills and abilities
B) Managers are critical to getting things done
C) Managers provide a sense of accomplishment for the firm
D) Managers make a difference in an organization's performance
Rationale: Managers are important because organizations need their skills, they are
critical to getting things done, and they make a difference in performance. Providing a
"sense of accomplishment for the firm" is not a stated reason .
11. Efficiency is defined as:
A) Doing the right things
B) Getting the most output from the least amount of inputs
C) Achieving organizational goals
D) Coordinating work activities
Rationale: Efficiency (means) is getting the most output from the least amount of inputs
or resources. Effectiveness (ends) is doing work activities that will result in achieving
goals .
12. Effectiveness is defined as:
A) Getting the most output from the least amount of inputs
B) Doing work activities that will result in achieving goals
C) Minimizing resource waste
D) Coordinating and overseeing work
