Chapter 1 What Is Organizational Behavior?

1. Successful managers and entrepreneurs recognize that: a. technical knowledge is all that is needed for success. b. interpersonal skills are not important. c. technical skills are necessary, but insufficient, for succeeding in management. d. an understanding of human behavior does not impact effectiveness (c; Challenging; pp. 2-3) What Managers Do 2. Which one of the following is not considered an organization? a. church b. university c. a military unit d. all 45-year-old adults in a community (d; Easy; p. 4) 3. A(n) is a consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals. a. organization b. unit c. team d. ethnic group (a; Moderate; p. 4) 4. The four management functions include all of the following except: a. controlling. b. planning. c. staffing. d. organizing. (c; Moderate; p. 4) 5. includes defining an organization’s goals and establishing an overall strategy for achieving these goals and developing a comprehensive hierarchy of plans to integrate and coordinate activities. a. Controlling b. Planning c. Leading d. Coordinating (b; Moderate; p. 4) 6. The determination of how tasks are to be grouped is part of which management function? a. planning b. leading c. controlling d. organizing (d; Easy; p. 4) 7. The organizing function includes a determination of which of the following? a. what tasks are to be done b. who is to do these tasks c. who reports to whom d. all of the above (d; Moderate; p. 4) 8. Every organization contains people, and it is management’s job to direct and coordinate these people. This is the function. a. planning b. leading c. controlling d. organizing (b; Moderate; p.4) 9. According to Henry Mintzberg, the ten managerial roles can be grouped into three categories. Which of the following is not one of these groups? a. concern with the interpersonal relationships b. the transfer of information c. decision making d. liaison roles (d; Challenging; Exh. 1-1; p. 6. ) 10. An example of Mintzberg’s interpersonal management role is: a. spokesperson. b. leader. c. negotiator. d. monitor. (b; Moderate; Exh. 1-1; p. 6) 11. When a manager searches the organization and its environment for opportunities and initiates projects to bring about change, the manager is acting in which role? a. negotiator b. entrepreneur c. disturbance handler d. resource allocator (b; Challenging; Exh. 1-1; p. 6) 12. Which of the following is not an essential management skill identified by Robert Katz? a. technical b. computer c. human d. conceptual (b; Moderate; p. 5) 13. When managers have the mental ability to analyze and diagnose complex situations, they possess: a. technical skills. b. computer skills. c. human skills. d. conceptual skills. (d; Challenging; pp. 6-7 ) 14. Which one of the following would not be considered a human skill? a. completing accounting reports b. communicating c. resolving conflicts d. working as part of a team (a; Moderate; pp 5-6) 15. According to Luthans and his associates, which of the following is not considered a part of traditional management? a. interacting with outsiders b. decision making c. controlling d. planning (a; Moderate; p. 7)