, TEST uBANK uFOR uMANAGEMENT u7TH uEDITION uWILLIAMS
Table uof uContent
1. Management.
2. History uof uManagement.
3. Organizational uEnvironments uand uCultures.
4. Ethics uand uSocial uResponsibility.
5. Planning uand uDecision uMaking.
6. Organizational uStrategy.
7. Innovation uand uChange.
8. Global uManagement.
9. Designing uAdaptive uOrganizations.
10. Managing uTeams.
11. Managing uHuman uResource uSystems.
12. Managing uIndividuals uand ua uDiverse uWork uForce.
13. Motivation.
14. Leadership.
15. Managing uCommunication.
16. Control.
17. Managing uInformation.
18. Managing uService uand uManufacturing uOperations.
,Chapter 1: Management
u u
TRUE/FALSE
1. While ugood umanagement uis ubasic uto ustarting uand ugrowing ua ubusiness, uonce usome umeasure
uof usuccess uhas ubeen uachieved, ugood umanagement ubecomes uless uimportant.
ANS: u F
Good umanagement uis ubasic uto ustarting ua ubusiness, ugrowing ua ubusiness, uand umaintaining ua ubusiness uonce
uit uhas uachieved usome umeasure uof usuccess.
PTS: u u 1 DIF: Easy REF: u u 6 TOP: u AACSB uAnalytic
KEY: u Creation uof uValue
2. Managers uare uresponsible ufor udoing uthe ubasic uwork uin uthe ucompany.
ANS: u F
The umanager‘s ujob uis unot uto udo uthe ubasic uwork uin uthe ucompany, ubut uto uhelp uothers udo utheir uwork.
PTS: u 1 DIF: Easy REF: u 7 TOP: u AACSB uReflective
uThinking uKEY: u Creation uof uValue
3. Companies uthat uplan uhave ularger uprofits uand ufaster ugrowth uthan ucompanies uthat udon‘t.
ANS: u T PTS: u u 1 DIF: Easy REF: u u 9
TOP: u AACSB uReflective uThinking KEY: u Creation uof uValue
4. The uclassical ufunctions uof umanagement uare u(1) umaking uthings uhappen, u(2) umeeting
uthe ucompetition, u(3) uorganizing upeople, uprojects, uand uprocesses, uand u(4) uleading.
ANS: u F
The uclassical ufunctions uof umanagement uare uplanning, uorganizing, uleading, uand ucontrolling.
PTS: u 1 DIF: Moderate REF: u 8 TOP: u AACSB uReflective
uThinking uKEY: u Leadership uPrinciples u| uHRM u| uStrategy u| uCreation uof uValue
5. According uto uWhat uReally uWorks, uMeta-Analysis, umeta-analysis uis ua uresearch utool uthat
ucombines uthe uresults uof ua unumber uof uresearch ustudies.
ANS: u T PTS: u u 1 DIF: Easy REF: u u 10-11
TOP: u AACSB uReflective uThinking KEY: u Creation uof uValue
6. According uto uthe uWhat uReally uWorks ubox, umeta-analysis uis uuseful ufor umanagement utheorists
uand uresearchers, ubut uit uhas ulittle uvalue ufor uthe upracticing umanager.
ANS: u F
Meta-analysis uis ualso uuseful ufor upracticing umanagers, ubecause uit ushows uwhat uworks uand uthe uconditions
uunder uwhich umanagement utechniques umay uwork ubetter uor uworse uin uthe u―real uworld.‖
, PTS: u 1 DIF: Moderate REF: u 10-11 TOP: u AACSB uReflective
uThinking uKEY: u Creation uof uValue
7. Top umanagers uare uresponsible ufor ucreating ua ucontext ufor uchange uin uthe uorganization.
ANS: u T PTS: u u 1 DIF: Moderate REF: u u 13-14
TOP: u AACSB uReflective uThinking KEY: u Creation uof uValue
8. Top umanagers uare uthe umanagers uresponsible ufor ufacilitating uteam uactivities utoward
ugoal uaccomplishment.
ANS: u F
Top umanagers uare uexecutives uresponsible ufor uthe uoverall udirection uof uthe uorganization; uteam uleaders uare uthe
umanagers uresponsible ufor ufacilitating uteam uactivities utoward ugoal uaccomplishment.
PTS: u 1 DIF: Moderate REF: u 13-14 u(Exhibit
u1.2) uTOP: u AACSB uReflective uThinking KEY: u Group uDynamics
9. As uthe uhealth-care uteam uleader ufor uCommerce uBank, uEmmett uConlon uis uresponsible ufor
ufacilitating uhis uteam‘s uperformance uand ushould unot ube uinvolved uwith uany uemployees uoutside uof uhis
uteam.
ANS: u F
Team uleaders uare uresponsible unot uonly ufor ufacilitating uteam uperformance, ubut ualso ufor uacting uas uliaisons
ubetween utheir uteams uand uother ucompany uteams.
PTS: u 1 DIF: Moderate REF: u 16-17 TOP: u AACSB
uAnalytic uKEY: u Group uDynamics u| uLeadership uPrinciples
10. Typical utitles uused ufor utop umanagers uare ugeneral umanager, uplant umanager, uregional umanager,
uand udivisional umanager.
ANS: u F
These uare utypical utitles ufor umiddle umanagers, unot utop umanagers. uSee uExhibit u1.2.
PTS: u 1 DIF: Moderate REF: u 13-14 u(Exhibit u1.2)
u TOP: u AACSB uReflective uThinking KEY: u Creation uof uValue u|
uHRM
11. First-line umanagers uare uresponsible ufor usetting uobjectives uconsistent uwith uorganizational ugoals
uand uplanning uand uimplementing usubunit ustrategies ufor uachieving uthese uobjectives.
ANS: u F
This uis uthe uresponsibility uof umiddle umanagers. uSee uExhibit u1.2.
PTS: u 1 DIF: Moderate REF: u 15 TOP: u AACSB uReflective
uThinking uKEY: u Strategy
12. Bandai, uthe uthird-largest utoy umaker uin uthe uworld, uhas uembarked uon ua useries uof uacquisitions uin
uan ueffort uto ubecome uthe uleading utoy umaker uin uthe uworld. u The udecision uto uadopt uthis ugoal uwas umost
ulikely umade uby uits utop umanagement.
Table uof uContent
1. Management.
2. History uof uManagement.
3. Organizational uEnvironments uand uCultures.
4. Ethics uand uSocial uResponsibility.
5. Planning uand uDecision uMaking.
6. Organizational uStrategy.
7. Innovation uand uChange.
8. Global uManagement.
9. Designing uAdaptive uOrganizations.
10. Managing uTeams.
11. Managing uHuman uResource uSystems.
12. Managing uIndividuals uand ua uDiverse uWork uForce.
13. Motivation.
14. Leadership.
15. Managing uCommunication.
16. Control.
17. Managing uInformation.
18. Managing uService uand uManufacturing uOperations.
,Chapter 1: Management
u u
TRUE/FALSE
1. While ugood umanagement uis ubasic uto ustarting uand ugrowing ua ubusiness, uonce usome umeasure
uof usuccess uhas ubeen uachieved, ugood umanagement ubecomes uless uimportant.
ANS: u F
Good umanagement uis ubasic uto ustarting ua ubusiness, ugrowing ua ubusiness, uand umaintaining ua ubusiness uonce
uit uhas uachieved usome umeasure uof usuccess.
PTS: u u 1 DIF: Easy REF: u u 6 TOP: u AACSB uAnalytic
KEY: u Creation uof uValue
2. Managers uare uresponsible ufor udoing uthe ubasic uwork uin uthe ucompany.
ANS: u F
The umanager‘s ujob uis unot uto udo uthe ubasic uwork uin uthe ucompany, ubut uto uhelp uothers udo utheir uwork.
PTS: u 1 DIF: Easy REF: u 7 TOP: u AACSB uReflective
uThinking uKEY: u Creation uof uValue
3. Companies uthat uplan uhave ularger uprofits uand ufaster ugrowth uthan ucompanies uthat udon‘t.
ANS: u T PTS: u u 1 DIF: Easy REF: u u 9
TOP: u AACSB uReflective uThinking KEY: u Creation uof uValue
4. The uclassical ufunctions uof umanagement uare u(1) umaking uthings uhappen, u(2) umeeting
uthe ucompetition, u(3) uorganizing upeople, uprojects, uand uprocesses, uand u(4) uleading.
ANS: u F
The uclassical ufunctions uof umanagement uare uplanning, uorganizing, uleading, uand ucontrolling.
PTS: u 1 DIF: Moderate REF: u 8 TOP: u AACSB uReflective
uThinking uKEY: u Leadership uPrinciples u| uHRM u| uStrategy u| uCreation uof uValue
5. According uto uWhat uReally uWorks, uMeta-Analysis, umeta-analysis uis ua uresearch utool uthat
ucombines uthe uresults uof ua unumber uof uresearch ustudies.
ANS: u T PTS: u u 1 DIF: Easy REF: u u 10-11
TOP: u AACSB uReflective uThinking KEY: u Creation uof uValue
6. According uto uthe uWhat uReally uWorks ubox, umeta-analysis uis uuseful ufor umanagement utheorists
uand uresearchers, ubut uit uhas ulittle uvalue ufor uthe upracticing umanager.
ANS: u F
Meta-analysis uis ualso uuseful ufor upracticing umanagers, ubecause uit ushows uwhat uworks uand uthe uconditions
uunder uwhich umanagement utechniques umay uwork ubetter uor uworse uin uthe u―real uworld.‖
, PTS: u 1 DIF: Moderate REF: u 10-11 TOP: u AACSB uReflective
uThinking uKEY: u Creation uof uValue
7. Top umanagers uare uresponsible ufor ucreating ua ucontext ufor uchange uin uthe uorganization.
ANS: u T PTS: u u 1 DIF: Moderate REF: u u 13-14
TOP: u AACSB uReflective uThinking KEY: u Creation uof uValue
8. Top umanagers uare uthe umanagers uresponsible ufor ufacilitating uteam uactivities utoward
ugoal uaccomplishment.
ANS: u F
Top umanagers uare uexecutives uresponsible ufor uthe uoverall udirection uof uthe uorganization; uteam uleaders uare uthe
umanagers uresponsible ufor ufacilitating uteam uactivities utoward ugoal uaccomplishment.
PTS: u 1 DIF: Moderate REF: u 13-14 u(Exhibit
u1.2) uTOP: u AACSB uReflective uThinking KEY: u Group uDynamics
9. As uthe uhealth-care uteam uleader ufor uCommerce uBank, uEmmett uConlon uis uresponsible ufor
ufacilitating uhis uteam‘s uperformance uand ushould unot ube uinvolved uwith uany uemployees uoutside uof uhis
uteam.
ANS: u F
Team uleaders uare uresponsible unot uonly ufor ufacilitating uteam uperformance, ubut ualso ufor uacting uas uliaisons
ubetween utheir uteams uand uother ucompany uteams.
PTS: u 1 DIF: Moderate REF: u 16-17 TOP: u AACSB
uAnalytic uKEY: u Group uDynamics u| uLeadership uPrinciples
10. Typical utitles uused ufor utop umanagers uare ugeneral umanager, uplant umanager, uregional umanager,
uand udivisional umanager.
ANS: u F
These uare utypical utitles ufor umiddle umanagers, unot utop umanagers. uSee uExhibit u1.2.
PTS: u 1 DIF: Moderate REF: u 13-14 u(Exhibit u1.2)
u TOP: u AACSB uReflective uThinking KEY: u Creation uof uValue u|
uHRM
11. First-line umanagers uare uresponsible ufor usetting uobjectives uconsistent uwith uorganizational ugoals
uand uplanning uand uimplementing usubunit ustrategies ufor uachieving uthese uobjectives.
ANS: u F
This uis uthe uresponsibility uof umiddle umanagers. uSee uExhibit u1.2.
PTS: u 1 DIF: Moderate REF: u 15 TOP: u AACSB uReflective
uThinking uKEY: u Strategy
12. Bandai, uthe uthird-largest utoy umaker uin uthe uworld, uhas uembarked uon ua useries uof uacquisitions uin
uan ueffort uto ubecome uthe uleading utoy umaker uin uthe uworld. u The udecision uto uadopt uthis ugoal uwas umost
ulikely umade uby uits utop umanagement.
