TEST BANK FOR MANAGEMENT 7TH EDITION WILLIAMS
Table of Content
1. Management.
2. History of Management.
3. Organizational Environments and Cultures.
4. Ethics and Social Responsibility.
5. Planning and Decision Making.
6. Organizational Strategy.
7. Innovation and Change.
8. Global Management.
9. Designing Adaptive Organizations.
10. Managing Teams.
11. Managing Human Resource Systems.
12. Managing Individuals and a Diverse Work Force.
13. Motivation.
14. Leadership.
15. Managing Communication.
16. Control.
17. Managing Information.
18. Managing Service and Manufacturing Operations.
,Chapter 1: Management PTS: 1 DIF: Moderate REF: 10-11 TOP: AACSB Reflective Thinking
KEY: Creation of Value
7. Top managers are responsible for creating a context for change in the organization.
TRUE/FALSE
ANS: T PTS: 1 DIF: Moderate REF: 13-14
1. While good management is basic to starting and growing a business, once some measure of
TOP: AACSB Reflective Thinking KEY: Creation of Value
success has been achieved, good management becomes less important.
8. Top managers are the managers responsible for facilitating team activities toward goal
ANS: F
accomplishment.
Good management is basic to starting a business, growing a business, and maintaining a business once it
has achieved some measure of success.
ANS: F
Top managers are executives responsible for the overall direction of the organization; team leaders are the
PTS: 1 DIF: Easy REF: 6 TOP: AACSB Analytic
managers responsible for facilitating team activities toward goal accomplishment.
KEY: Creation of Value
PTS: 1 DIF: Moderate REF: 13-14 (Exhibit 1.2)
2. Managers are responsible for doing the basic work in the company.
TOP: AACSB Reflective Thinking KEY: Group Dynamics
ANS: F
9. As the health-care team leader for Commerce Bank, Emmett Conlon is responsible for facilitating
The manager’s job is not to do the basic work in the company, but to help others do their work.
his team’s performance and should not be involved with any employees outside of his team.
PTS: 1 DIF: Easy REF: 7 TOP: AACSB Reflective Thinking
ANS: F
KEY: Creation of Value
Team leaders are responsible not only for facilitating team performance, but also for acting as liaisons
between their teams and other company teams.
3. Companies that plan have larger profits and faster growth than companies that don’t.
PTS: 1 DIF: Moderate REF: 16-17 TOP: AACSB Analytic
ANS: T PTS: 1 DIF: Easy REF: 9
KEY: Group Dynamics | Leadership Principles
TOP: AACSB Reflective Thinking KEY: Creation of Value
10. Typical titles used for top managers are general manager, plant manager, regional manager, and
4. The classical functions of management are (1) making things happen, (2) meeting the
divisional manager.
competition, (3) organizing people, projects, and processes, and (4) leading.
ANS: F
ANS: F
These are typical titles for middle managers, not top managers. See Exhibit 1.2.
The classical functions of management are planning, organizing, leading, and controlling.
PTS: 1 DIF: Moderate REF: 13-14 (Exhibit 1.2)
PTS: 1 DIF: Moderate REF: 8 TOP: AACSB Reflective Thinking
TOP: AACSB Reflective Thinking KEY: Creation of Value | HRM
KEY: Leadership Principles | HRM | Strategy | Creation of Value
11. First-line managers are responsible for setting objectives consistent with organizational goals and
5. According to What Really Works, Meta-Analysis, meta-analysis is a research tool that combines
planning and implementing subunit strategies for achieving these objectives.
the results of a number of research studies.
ANS: F
ANS: T PTS: 1 DIF: Easy REF: 10-11
This is the responsibility of middle managers. See Exhibit 1.2.
TOP: AACSB Reflective Thinking KEY: Creation of Value
PTS: 1 DIF: Moderate REF: 15 TOP: AACSB Reflective Thinking
6. According to the What Really Works box, meta-analysis is useful for management theorists and
KEY: Strategy
researchers, but it has little value for the practicing manager.
12. Bandai, the third-largest toy maker in the world, has embarked on a series of acquisitions in an
ANS: F
effort to become the leading toy maker in the world. The decision to adopt this goal was most likely
Meta-analysis is also useful for practicing managers, because it shows what works and the conditions
made by its top management.
under which management techniques may work better or worse in the “real world.”
,ANS: T
See Exhibit 1.2. PTS: 1 DIF: Moderate REF: 16-17 TOP: AACSB Reflective Thinking
KEY: Group Dynamics
PTS: 1 DIF: Easy REF: 13-14 (Exhibit 1.2)
TOP: AACSB Analytic KEY: Leadership Principles | Strategy 19. Team leaders are responsible for managing both internal team relationships and external
relationships with other teams, departments, and divisions in a company.
13. Middle managers are typically responsible for coordinating and linking groups, departments, and
divisions within a company. ANS: T PTS: 1 DIF: Moderate REF: 16-17
TOP: AACSB Reflective Thinking KEY: Group Dynamics
ANS: T
See Exhibit 1.2. 20. While interpersonal conflict management is a critical skill for first-line managers, it is not a very
important skill for team leaders.
PTS: 1 DIF: Difficult REF: 15 (Exhibit 1.2)
TOP: AACSB Reflective Thinking KEY: Strategy | Group Dynamics ANS: F
This is a critical skill for team leaders. Team leaders are responsible for internal team relations. Since the
14. First-line managers are the only managers who do not supervise other managers. entire team suffers when a conflict arises between members, it is critical for team leaders to know how to
help team members resolve conflicts.
ANS: T
See Exhibit 1.2. PTS: 1 DIF: Easy REF: 16-17
TOP: AACSB Reflective Thinking | AACSB Communication KEY: Individual Dynamics
PTS: 1 DIF: Easy REF: 15-16 (Exhibit 1.2)
TOP: AACSB Reflective Thinking KEY: HRM 21. The three interpersonal subroles are monitor, disseminator, and spokesperson.
15. Middle managers engage in plans and actions that typically produce results within two weeks. ANS: F
The three interpersonal subroles are figurehead, leader, and liaison. See Exhibit 1.3.
ANS: F
First-line managers engage in such plans and actions. Middle managers plan 6 to 18 months out. PTS: 1 DIF: Easy REF: 18-19 (Exhibit 1.3)
TOP: AACSB Reflective Thinking KEY: Creation of Value
PTS: 1 DIF: Moderate REF: 15 TOP: AACSB Reflective Thinking
KEY: Creation of Value | Operations Management 22. Mintzberg concluded that managers fulfill three major roles while performing their jobs. These
roles are categorized as interpersonal roles, organizational roles, and decisional roles.
16. The Procter & Gamble manager who oversaw the manufacturing changes that were needed to
make smaller, more environmentally safe cartons of Tide detergent had to be strong in both human and ANS: F
technical skills. Mintzberg’s roles were interpersonal roles, informational roles, and decisional roles. See Exhibit 1.3
ANS: T PTS: 1 DIF: Moderate REF: 23 (Exhibit 1.4) PTS: 1 DIF: Moderate REF: 18 (Exhibit 1.3)
TOP: AACSB Analytic KEY: Leadership Principles | HRM TOP: AACSB Reflective Thinking KEY: Creation of Value
17. The job of team leader would NOT be considered a management position. 23. The decisional roles consist of four subroles. They are entrepreneur, disturbance handler, resource
allocator, and spokesperson.
ANS: F
The job of team leader is indeed one of the four kinds of management jobs, which are top managers, ANS: F
middle managers, first-line managers, and team leaders. The four subroles are entrepreneur, disturbance handler, resource allocator, and negotiator. See Exhibit
1.3.
PTS: 1 DIF: Easy REF: 16-17 TOP: AACSB Reflective Thinking
KEY: HRM PTS: 1 DIF: Difficult REF: 20-22 (Exhibit 1.3)
TOP: AACSB Reflective Thinking KEY: Individual Dynamics | Leadership Principles
18. Team leaders direct the work of individuals within the team structure.
24. When the CEO of Whole Foods slashed his salary from $1 million to $1 to avoid the huge salary
ANS: F disparities that negatively influence employee morale in many corporations, he was using the
Instead of directing individuals’ work, team leaders facilitate team activities toward goal accomplishment. management function of organizing.
, ANS: F ANS: F
In inspiring and motivating the employees, the CEO was using the management function of leading. Technical skills are most important for team leaders and first-line managers, but they are also essential for
other managerial jobs.
PTS: 1 DIF: Moderate REF: 18 TOP: AACSB Analytic
KEY: Leadership Principles | Motivation Concepts PTS: 1 DIF: Easy REF: 23 TOP: AACSB Analytic
KEY: Individual Dynamics | Leadership Principles
25. In the entrepreneur role, managers adapt themselves, their subordinates, and their units to change.
32. The motivation to manage tends to be higher among managers at higher levels in the organization
ANS: T PTS: 1 DIF: Moderate REF: 20-21 than it is among managers at lower levels in the organization.
TOP: AACSB Analytic
KEY: Creation of Value | Strategy | Environmental Influence ANS: T PTS: 1 DIF: Difficult REF: 24
TOP: AACSB Reflective Thinking KEY: Motivation Concepts | Individual Dynamics
26. Companies look for a total of four sets of skills in individuals to identify potential managers.
These desired skills are technical skills, human skills, conceptual skills, and motivation to manage. 33. The number one mistake made by managers who were “derailed” from their fast track movement
up the managerial ranks was that they didn’t develop the necessary technical skills.
ANS: T PTS: 1 DIF: Easy REF: 23-24 (Exhibit 1.4)
TOP: AACSB Reflective Thinking KEY: Individual Dynamics | Leadership Principles ANS: F
The number one mistake made by managers who were “derailed” from their fast track movement up the
27. Technical skill refers to the ability to see the organization as a whole, how the different parts managerial ranks was that they were insensitive to others by virtue of their abrasive, intimidating, and
affect each other, and how the company fits into or is affected by its environment. bullying management style.
ANS: F PTS: 1 DIF: Easy REF: 24-25
Technical skill refers to the ability to apply the specialized procedures, techniques, and knowledge TOP: AACSB Analytic | AACSB Communication KEY: Individual Dynamics
required to get the job done. The foregoing defines conceptual skill.
34. After taking this course, you will have a very clear idea of what you will be expected to do as a
PTS: 1 DIF: Moderate REF: 23 TOP: AACSB Reflective Thinking manager.
KEY: Environmental Influence | Individual Dynamics
ANS: F
28. For many managers, the knowledge, skills, and abilities that led to success early in their careers Most of the new managers conclude that their initial expectations about managerial work were wrong.
(i.e., prior to their promotion into the ranks of management) may not necessarily help them succeed as
managers. PTS: 1 DIF: Easy REF: 26-27 TOP: AACSB Analytic
KEY: Leadership Principles
ANS: T PTS: 1 DIF: Difficult REF: 23
TOP: AACSB Reflective Thinking KEY: Individual Dynamics 35. A management study discovered that companies that invest in their people will create long-term
competitive advantages that are difficult for other companies to duplicate.
29. Conceptual skills are most important for lower-level managers.
ANS: T PTS: 1 DIF: Moderate REF: 28-30
ANS: F TOP: AACSB Reflective Thinking KEY: Strategy | Creation of Value | HRM
Technical skills are most important for lower-level managers.
PTS: 1 DIF: Easy REF: 23-24 TOP: AACSB Reflective Thinking MULTIPLE CHOICE
KEY: Individual Dynamics
1. __________ is defined as getting work done through others.
30. Upper-level managers may actually spend more time dealing with people than lower-level a. Management
managers. b. Planning
c. Organizing
ANS: T PTS: 1 DIF: Moderate REF: 23 d. Strategizing
TOP: AACSB Reflective Thinking | AACSB Communication KEY: Individual Dynamics e. Controlling
ANS: A PTS: 1 DIF: Easy REF: 7
31. Only first-line managers need technical skills.
Table of Content
1. Management.
2. History of Management.
3. Organizational Environments and Cultures.
4. Ethics and Social Responsibility.
5. Planning and Decision Making.
6. Organizational Strategy.
7. Innovation and Change.
8. Global Management.
9. Designing Adaptive Organizations.
10. Managing Teams.
11. Managing Human Resource Systems.
12. Managing Individuals and a Diverse Work Force.
13. Motivation.
14. Leadership.
15. Managing Communication.
16. Control.
17. Managing Information.
18. Managing Service and Manufacturing Operations.
,Chapter 1: Management PTS: 1 DIF: Moderate REF: 10-11 TOP: AACSB Reflective Thinking
KEY: Creation of Value
7. Top managers are responsible for creating a context for change in the organization.
TRUE/FALSE
ANS: T PTS: 1 DIF: Moderate REF: 13-14
1. While good management is basic to starting and growing a business, once some measure of
TOP: AACSB Reflective Thinking KEY: Creation of Value
success has been achieved, good management becomes less important.
8. Top managers are the managers responsible for facilitating team activities toward goal
ANS: F
accomplishment.
Good management is basic to starting a business, growing a business, and maintaining a business once it
has achieved some measure of success.
ANS: F
Top managers are executives responsible for the overall direction of the organization; team leaders are the
PTS: 1 DIF: Easy REF: 6 TOP: AACSB Analytic
managers responsible for facilitating team activities toward goal accomplishment.
KEY: Creation of Value
PTS: 1 DIF: Moderate REF: 13-14 (Exhibit 1.2)
2. Managers are responsible for doing the basic work in the company.
TOP: AACSB Reflective Thinking KEY: Group Dynamics
ANS: F
9. As the health-care team leader for Commerce Bank, Emmett Conlon is responsible for facilitating
The manager’s job is not to do the basic work in the company, but to help others do their work.
his team’s performance and should not be involved with any employees outside of his team.
PTS: 1 DIF: Easy REF: 7 TOP: AACSB Reflective Thinking
ANS: F
KEY: Creation of Value
Team leaders are responsible not only for facilitating team performance, but also for acting as liaisons
between their teams and other company teams.
3. Companies that plan have larger profits and faster growth than companies that don’t.
PTS: 1 DIF: Moderate REF: 16-17 TOP: AACSB Analytic
ANS: T PTS: 1 DIF: Easy REF: 9
KEY: Group Dynamics | Leadership Principles
TOP: AACSB Reflective Thinking KEY: Creation of Value
10. Typical titles used for top managers are general manager, plant manager, regional manager, and
4. The classical functions of management are (1) making things happen, (2) meeting the
divisional manager.
competition, (3) organizing people, projects, and processes, and (4) leading.
ANS: F
ANS: F
These are typical titles for middle managers, not top managers. See Exhibit 1.2.
The classical functions of management are planning, organizing, leading, and controlling.
PTS: 1 DIF: Moderate REF: 13-14 (Exhibit 1.2)
PTS: 1 DIF: Moderate REF: 8 TOP: AACSB Reflective Thinking
TOP: AACSB Reflective Thinking KEY: Creation of Value | HRM
KEY: Leadership Principles | HRM | Strategy | Creation of Value
11. First-line managers are responsible for setting objectives consistent with organizational goals and
5. According to What Really Works, Meta-Analysis, meta-analysis is a research tool that combines
planning and implementing subunit strategies for achieving these objectives.
the results of a number of research studies.
ANS: F
ANS: T PTS: 1 DIF: Easy REF: 10-11
This is the responsibility of middle managers. See Exhibit 1.2.
TOP: AACSB Reflective Thinking KEY: Creation of Value
PTS: 1 DIF: Moderate REF: 15 TOP: AACSB Reflective Thinking
6. According to the What Really Works box, meta-analysis is useful for management theorists and
KEY: Strategy
researchers, but it has little value for the practicing manager.
12. Bandai, the third-largest toy maker in the world, has embarked on a series of acquisitions in an
ANS: F
effort to become the leading toy maker in the world. The decision to adopt this goal was most likely
Meta-analysis is also useful for practicing managers, because it shows what works and the conditions
made by its top management.
under which management techniques may work better or worse in the “real world.”
,ANS: T
See Exhibit 1.2. PTS: 1 DIF: Moderate REF: 16-17 TOP: AACSB Reflective Thinking
KEY: Group Dynamics
PTS: 1 DIF: Easy REF: 13-14 (Exhibit 1.2)
TOP: AACSB Analytic KEY: Leadership Principles | Strategy 19. Team leaders are responsible for managing both internal team relationships and external
relationships with other teams, departments, and divisions in a company.
13. Middle managers are typically responsible for coordinating and linking groups, departments, and
divisions within a company. ANS: T PTS: 1 DIF: Moderate REF: 16-17
TOP: AACSB Reflective Thinking KEY: Group Dynamics
ANS: T
See Exhibit 1.2. 20. While interpersonal conflict management is a critical skill for first-line managers, it is not a very
important skill for team leaders.
PTS: 1 DIF: Difficult REF: 15 (Exhibit 1.2)
TOP: AACSB Reflective Thinking KEY: Strategy | Group Dynamics ANS: F
This is a critical skill for team leaders. Team leaders are responsible for internal team relations. Since the
14. First-line managers are the only managers who do not supervise other managers. entire team suffers when a conflict arises between members, it is critical for team leaders to know how to
help team members resolve conflicts.
ANS: T
See Exhibit 1.2. PTS: 1 DIF: Easy REF: 16-17
TOP: AACSB Reflective Thinking | AACSB Communication KEY: Individual Dynamics
PTS: 1 DIF: Easy REF: 15-16 (Exhibit 1.2)
TOP: AACSB Reflective Thinking KEY: HRM 21. The three interpersonal subroles are monitor, disseminator, and spokesperson.
15. Middle managers engage in plans and actions that typically produce results within two weeks. ANS: F
The three interpersonal subroles are figurehead, leader, and liaison. See Exhibit 1.3.
ANS: F
First-line managers engage in such plans and actions. Middle managers plan 6 to 18 months out. PTS: 1 DIF: Easy REF: 18-19 (Exhibit 1.3)
TOP: AACSB Reflective Thinking KEY: Creation of Value
PTS: 1 DIF: Moderate REF: 15 TOP: AACSB Reflective Thinking
KEY: Creation of Value | Operations Management 22. Mintzberg concluded that managers fulfill three major roles while performing their jobs. These
roles are categorized as interpersonal roles, organizational roles, and decisional roles.
16. The Procter & Gamble manager who oversaw the manufacturing changes that were needed to
make smaller, more environmentally safe cartons of Tide detergent had to be strong in both human and ANS: F
technical skills. Mintzberg’s roles were interpersonal roles, informational roles, and decisional roles. See Exhibit 1.3
ANS: T PTS: 1 DIF: Moderate REF: 23 (Exhibit 1.4) PTS: 1 DIF: Moderate REF: 18 (Exhibit 1.3)
TOP: AACSB Analytic KEY: Leadership Principles | HRM TOP: AACSB Reflective Thinking KEY: Creation of Value
17. The job of team leader would NOT be considered a management position. 23. The decisional roles consist of four subroles. They are entrepreneur, disturbance handler, resource
allocator, and spokesperson.
ANS: F
The job of team leader is indeed one of the four kinds of management jobs, which are top managers, ANS: F
middle managers, first-line managers, and team leaders. The four subroles are entrepreneur, disturbance handler, resource allocator, and negotiator. See Exhibit
1.3.
PTS: 1 DIF: Easy REF: 16-17 TOP: AACSB Reflective Thinking
KEY: HRM PTS: 1 DIF: Difficult REF: 20-22 (Exhibit 1.3)
TOP: AACSB Reflective Thinking KEY: Individual Dynamics | Leadership Principles
18. Team leaders direct the work of individuals within the team structure.
24. When the CEO of Whole Foods slashed his salary from $1 million to $1 to avoid the huge salary
ANS: F disparities that negatively influence employee morale in many corporations, he was using the
Instead of directing individuals’ work, team leaders facilitate team activities toward goal accomplishment. management function of organizing.
, ANS: F ANS: F
In inspiring and motivating the employees, the CEO was using the management function of leading. Technical skills are most important for team leaders and first-line managers, but they are also essential for
other managerial jobs.
PTS: 1 DIF: Moderate REF: 18 TOP: AACSB Analytic
KEY: Leadership Principles | Motivation Concepts PTS: 1 DIF: Easy REF: 23 TOP: AACSB Analytic
KEY: Individual Dynamics | Leadership Principles
25. In the entrepreneur role, managers adapt themselves, their subordinates, and their units to change.
32. The motivation to manage tends to be higher among managers at higher levels in the organization
ANS: T PTS: 1 DIF: Moderate REF: 20-21 than it is among managers at lower levels in the organization.
TOP: AACSB Analytic
KEY: Creation of Value | Strategy | Environmental Influence ANS: T PTS: 1 DIF: Difficult REF: 24
TOP: AACSB Reflective Thinking KEY: Motivation Concepts | Individual Dynamics
26. Companies look for a total of four sets of skills in individuals to identify potential managers.
These desired skills are technical skills, human skills, conceptual skills, and motivation to manage. 33. The number one mistake made by managers who were “derailed” from their fast track movement
up the managerial ranks was that they didn’t develop the necessary technical skills.
ANS: T PTS: 1 DIF: Easy REF: 23-24 (Exhibit 1.4)
TOP: AACSB Reflective Thinking KEY: Individual Dynamics | Leadership Principles ANS: F
The number one mistake made by managers who were “derailed” from their fast track movement up the
27. Technical skill refers to the ability to see the organization as a whole, how the different parts managerial ranks was that they were insensitive to others by virtue of their abrasive, intimidating, and
affect each other, and how the company fits into or is affected by its environment. bullying management style.
ANS: F PTS: 1 DIF: Easy REF: 24-25
Technical skill refers to the ability to apply the specialized procedures, techniques, and knowledge TOP: AACSB Analytic | AACSB Communication KEY: Individual Dynamics
required to get the job done. The foregoing defines conceptual skill.
34. After taking this course, you will have a very clear idea of what you will be expected to do as a
PTS: 1 DIF: Moderate REF: 23 TOP: AACSB Reflective Thinking manager.
KEY: Environmental Influence | Individual Dynamics
ANS: F
28. For many managers, the knowledge, skills, and abilities that led to success early in their careers Most of the new managers conclude that their initial expectations about managerial work were wrong.
(i.e., prior to their promotion into the ranks of management) may not necessarily help them succeed as
managers. PTS: 1 DIF: Easy REF: 26-27 TOP: AACSB Analytic
KEY: Leadership Principles
ANS: T PTS: 1 DIF: Difficult REF: 23
TOP: AACSB Reflective Thinking KEY: Individual Dynamics 35. A management study discovered that companies that invest in their people will create long-term
competitive advantages that are difficult for other companies to duplicate.
29. Conceptual skills are most important for lower-level managers.
ANS: T PTS: 1 DIF: Moderate REF: 28-30
ANS: F TOP: AACSB Reflective Thinking KEY: Strategy | Creation of Value | HRM
Technical skills are most important for lower-level managers.
PTS: 1 DIF: Easy REF: 23-24 TOP: AACSB Reflective Thinking MULTIPLE CHOICE
KEY: Individual Dynamics
1. __________ is defined as getting work done through others.
30. Upper-level managers may actually spend more time dealing with people than lower-level a. Management
managers. b. Planning
c. Organizing
ANS: T PTS: 1 DIF: Moderate REF: 23 d. Strategizing
TOP: AACSB Reflective Thinking | AACSB Communication KEY: Individual Dynamics e. Controlling
ANS: A PTS: 1 DIF: Easy REF: 7
31. Only first-line managers need technical skills.
