Chapter 1 MANAGING AND PERFORMING
TRUE-FALSE QUESTIONS
Title: ANSWER: T REFERENCE: What Do Managers Do? LEARNING OUTCOME: 1
1. According to Mintzberg, managers averaged 36 written and 16 verbal contacts per day with
most of these activities lasting less than nine minutes.
a. True
b. False
Title: ANSWER: F REFERENCE: What Do Managers Do? LEARNING OUTCOME: 1
2. Kotter studied a number of successful general managers over a five-year period and found
that they spend most of their time by themselves drawing up plans or worrying about important
decisions.
a. True
b. False
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
3. The influence of managers is most clearly seen, according to Mintzberg, in the figurehead
role.
a. True
b. False
Title: ANSWER: T REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
4. While the entrepreneur role describes managers who initiate change, the disturbance or crisis
handler role depicts managers who must involuntarily react to conditions.
,a. True
b. False
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
5. In the leader role, managers pass privileged information directly to subordinates, whereas in
the disseminator role, managers send information to people outside of their organizations.
a. True
b. False
Title: ANSWER: T REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
6. As monitors, managers are constantly scanning the environment for information, talking with
liaison contacts and subordinates, and receiving unsolicited information.
a. True
b. False
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
7. According to Mintzberg, disturbance handler is an interpersonal role.
a. True
b. False
Title: ANSWER: T REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
8. In a leader role, a manager counsels, communicates, and directs subordinates.
a. True
b. False
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
,9. In a liaison role, a manager performs formal duties like greeting customers and signing
contracts.
a. True
b. False
Title: ANSWER: T REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME:
3
10. For managers, threats include technological breakthroughs on the part of competitors,
obsolescence in their organization, and dramatically shortened product cycles.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME:
3
11. For managers, in any organization, threats include product or service niches that are
underserved, out-of-cycle hiring possibilities, mergers, purchases, or upgrades in equipment,
space, or other assets.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME:
3
12. Community relations and external consulting are self-described activities of a manager’s
responsibilities.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME:
3
, 13. As part of their responsibilities, all managers get involved in planning, scheduling, and
monitoring the design, development, production, and delivery of the organization’s products
and services.
a. True
b. False
Title: ANSWER: T REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME:
3
14. Executive managers are at the top of the hierarchy and are responsible for the entire
organization, especially its strategic direction.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME:
3
15. Front-line managers in organizations devote more of their time to conceptual issues.
a. True
b. False
MULTIPLE-CHOICE QUESTIONS
TRUE-FALSE QUESTIONS
Title: ANSWER: T REFERENCE: What Do Managers Do? LEARNING OUTCOME: 1
1. According to Mintzberg, managers averaged 36 written and 16 verbal contacts per day with
most of these activities lasting less than nine minutes.
a. True
b. False
Title: ANSWER: F REFERENCE: What Do Managers Do? LEARNING OUTCOME: 1
2. Kotter studied a number of successful general managers over a five-year period and found
that they spend most of their time by themselves drawing up plans or worrying about important
decisions.
a. True
b. False
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
3. The influence of managers is most clearly seen, according to Mintzberg, in the figurehead
role.
a. True
b. False
Title: ANSWER: T REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
4. While the entrepreneur role describes managers who initiate change, the disturbance or crisis
handler role depicts managers who must involuntarily react to conditions.
,a. True
b. False
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
5. In the leader role, managers pass privileged information directly to subordinates, whereas in
the disseminator role, managers send information to people outside of their organizations.
a. True
b. False
Title: ANSWER: T REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
6. As monitors, managers are constantly scanning the environment for information, talking with
liaison contacts and subordinates, and receiving unsolicited information.
a. True
b. False
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
7. According to Mintzberg, disturbance handler is an interpersonal role.
a. True
b. False
Title: ANSWER: T REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
8. In a leader role, a manager counsels, communicates, and directs subordinates.
a. True
b. False
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
,9. In a liaison role, a manager performs formal duties like greeting customers and signing
contracts.
a. True
b. False
Title: ANSWER: T REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME:
3
10. For managers, threats include technological breakthroughs on the part of competitors,
obsolescence in their organization, and dramatically shortened product cycles.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME:
3
11. For managers, in any organization, threats include product or service niches that are
underserved, out-of-cycle hiring possibilities, mergers, purchases, or upgrades in equipment,
space, or other assets.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME:
3
12. Community relations and external consulting are self-described activities of a manager’s
responsibilities.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME:
3
, 13. As part of their responsibilities, all managers get involved in planning, scheduling, and
monitoring the design, development, production, and delivery of the organization’s products
and services.
a. True
b. False
Title: ANSWER: T REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME:
3
14. Executive managers are at the top of the hierarchy and are responsible for the entire
organization, especially its strategic direction.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME:
3
15. Front-line managers in organizations devote more of their time to conceptual issues.
a. True
b. False
MULTIPLE-CHOICE QUESTIONS
