, TEST iBANK iFOR iMANAGEMENT i7TH iEDITION iWILLIAMS
Table iof iContent
1. Management.
2. History iof iManagement.
3. Organizational iEnvironments iand iCultures.
4. Ethics iand iSocial iResponsibility.
5. Planning iand iDecision iMaking.
6. Organizational iStrategy.
7. Innovation iand iChange.
8. Global iManagement.
9. Designing iAdaptive iOrganizations.
10. Managing iTeams.
11. Managing iHuman iResource iSystems.
12. Managing iIndividuals iand ia iDiverse iWork iForce.
13. Motivation.
14. Leadership.
15. Managing iCommunication.
16. Control.
17. Managing iInformation.
18. Managing iService iand iManufacturing iOperations.
,Chapter 1: Management
i i
TRUE/FALSE
1. While igood imanagement iis ibasic ito istarting iand igrowing ia ibusiness, ionce isome imeasure
iof isuccess ihas ibeen i achieved, igood imanagement ibecomes iless iimportant.
ANS: i F
Good imanagement iis ibasic ito istarting ia ibusiness, igrowing ia ibusiness, iand imaintaining ia ibusiness ionce
iit ihas iachieved isome imeasure iof isuccess.
PTS: i i 1 DIF: Easy REF: i i 6 TOP: i AACSB iAnalytic
KEY: i Creation iof iValue
2. Managers iare iresponsible ifor idoing ithe ibasic iwork iin ithe icompany.
ANS: i F
The imanager’s ijob iis inot ito ido ithe ibasic iwork iin ithe icompany, ibut ito ihelp iothers ido itheir iwork.
PTS: i 1 DIF: Easy REF: i 7 TOP: i AACSB iReflective
iThinking iKEY: i Creation iof iValue
3. Companies ithat iplan ihave ilarger iprofits iand ifaster igrowth ithan icompanies ithat idon’t.
ANS: i T PTS: i i 1 DIF: Easy REF: i i 9
TOP: i AACSB iReflective iThinking KEY: i Creation iof iValue
4. The iclassical ifunctions iof imanagement iare i(1) imaking ithings ihappen, i(2) imeeting
ithe icompetition, i(3) iorganizing ipeople, iprojects, iand iprocesses, iand i(4) ileading.
ANS: i F
The iclassical ifunctions iof imanagement iare iplanning, iorganizing, ileading, iand icontrolling.
PTS: i 1 DIF: Moderate REF: i 8 TOP: i AACSB iReflective
iThinking iKEY: i Leadership iPrinciples i| iHRM i| iStrategy i| iCreation iof iValue
5. According ito iWhat iReally iWorks, iMeta-Analysis, imeta-analysis iis ia iresearch itool ithat
icombines ithe iresults iof ia inumber iof iresearch istudies.
ANS: i T PTS: i i 1 DIF: Easy REF: i i 10-11
TOP: i AACSB iReflective iThinking KEY: i Creation iof iValue
6. According ito ithe iWhat iReally iWorks ibox, imeta-analysis iis iuseful ifor imanagement itheorists
iand iresearchers, ibut iit ihas ilittle ivalue ifor ithe ipracticing imanager.
ANS: i F
Meta-analysis iis ialso iuseful ifor ipracticing imanagers, ibecause iit ishows iwhat iworks iand ithe iconditions
iunder iwhich imanagement itechniques imay iwork ibetter ior iworse iin ithe i“real iworld.”
, PTS: i 1 DIF: Moderate REF: i 10-11 TOP: i AACSB iReflective
iThinking iKEY: i Creation iof iValue
7. Top imanagers iare iresponsible ifor icreating ia icontext ifor ichange iin ithe iorganization.
ANS: i T PTS: i i 1 DIF: Moderate REF: i i 13-14
TOP: i AACSB iReflective iThinking KEY: i Creation iof iValue
8. Top imanagers iare ithe imanagers iresponsible ifor ifacilitating iteam iactivities itoward
igoal iaccomplishment.
ANS: i F
Top imanagers iare iexecutives iresponsible ifor ithe ioverall idirection iof ithe iorganization; iteam ileaders iare ithe
imanagers iresponsible ifor ifacilitating iteam iactivities itoward igoal iaccomplishment.
PTS: i 1 DIF: Moderate REF: i 13-14 i(Exhibit
i1.2) iTOP: i AACSB iReflective iThinking KEY: i Group
iDynamics
9. As ithe ihealth-care iteam ileader ifor iCommerce iBank, iEmmett iConlon iis iresponsible ifor
ifacilitating ihis iteam’s iperformance i and ishould inot ibe iinvolved iwith iany iemployees ioutside iof ihis
iteam.
ANS: i F
Team ileaders iare iresponsible inot ionly ifor ifacilitating iteam iperformance, ibut ialso ifor iacting ias iliaisons
ibetween itheir iteams iand iother icompany iteams.
PTS: i 1 DIF: Moderate REF: i 16-17 TOP: i AACSB
iAnalytic iKEY: i Group iDynamics i| iLeadership iPrinciples
10. Typical ititles iused ifor itop imanagers iare igeneral imanager, iplant imanager, iregional imanager,
iand idivisional imanager.
ANS: i F
These iare itypical ititles ifor imiddle imanagers, inot itop imanagers. iSee iExhibit i1.2.
PTS: i 1 DIF: Moderate REF: i 13-14 i(Exhibit i1.2)
i TOP: i AACSB iReflective iThinking KEY: i Creation iof iValue i|
iHRM
11. First-line imanagers iare iresponsible ifor isetting iobjectives iconsistent iwith iorganizational igoals
iand iplanning iand iimplementing isubunit istrategies ifor iachieving ithese iobjectives.
ANS: i F
This iis ithe iresponsibility iof imiddle imanagers. iSee iExhibit i1.2.
PTS: i 1 DIF: Moderate REF: i 15 TOP: i AACSB iReflective
iThinking iKEY: i Strategy
12. Bandai, ithe ithird-largest itoy imaker iin ithe iworld, ihas iembarked ion ia iseries iof iacquisitions iin
ian ieffort ito ibecome ithe ileading itoy imaker iin ithe iworld. i The idecision ito iadopt ithis igoal iwas
imost ilikely imade iby iits itop imanagement.
Table iof iContent
1. Management.
2. History iof iManagement.
3. Organizational iEnvironments iand iCultures.
4. Ethics iand iSocial iResponsibility.
5. Planning iand iDecision iMaking.
6. Organizational iStrategy.
7. Innovation iand iChange.
8. Global iManagement.
9. Designing iAdaptive iOrganizations.
10. Managing iTeams.
11. Managing iHuman iResource iSystems.
12. Managing iIndividuals iand ia iDiverse iWork iForce.
13. Motivation.
14. Leadership.
15. Managing iCommunication.
16. Control.
17. Managing iInformation.
18. Managing iService iand iManufacturing iOperations.
,Chapter 1: Management
i i
TRUE/FALSE
1. While igood imanagement iis ibasic ito istarting iand igrowing ia ibusiness, ionce isome imeasure
iof isuccess ihas ibeen i achieved, igood imanagement ibecomes iless iimportant.
ANS: i F
Good imanagement iis ibasic ito istarting ia ibusiness, igrowing ia ibusiness, iand imaintaining ia ibusiness ionce
iit ihas iachieved isome imeasure iof isuccess.
PTS: i i 1 DIF: Easy REF: i i 6 TOP: i AACSB iAnalytic
KEY: i Creation iof iValue
2. Managers iare iresponsible ifor idoing ithe ibasic iwork iin ithe icompany.
ANS: i F
The imanager’s ijob iis inot ito ido ithe ibasic iwork iin ithe icompany, ibut ito ihelp iothers ido itheir iwork.
PTS: i 1 DIF: Easy REF: i 7 TOP: i AACSB iReflective
iThinking iKEY: i Creation iof iValue
3. Companies ithat iplan ihave ilarger iprofits iand ifaster igrowth ithan icompanies ithat idon’t.
ANS: i T PTS: i i 1 DIF: Easy REF: i i 9
TOP: i AACSB iReflective iThinking KEY: i Creation iof iValue
4. The iclassical ifunctions iof imanagement iare i(1) imaking ithings ihappen, i(2) imeeting
ithe icompetition, i(3) iorganizing ipeople, iprojects, iand iprocesses, iand i(4) ileading.
ANS: i F
The iclassical ifunctions iof imanagement iare iplanning, iorganizing, ileading, iand icontrolling.
PTS: i 1 DIF: Moderate REF: i 8 TOP: i AACSB iReflective
iThinking iKEY: i Leadership iPrinciples i| iHRM i| iStrategy i| iCreation iof iValue
5. According ito iWhat iReally iWorks, iMeta-Analysis, imeta-analysis iis ia iresearch itool ithat
icombines ithe iresults iof ia inumber iof iresearch istudies.
ANS: i T PTS: i i 1 DIF: Easy REF: i i 10-11
TOP: i AACSB iReflective iThinking KEY: i Creation iof iValue
6. According ito ithe iWhat iReally iWorks ibox, imeta-analysis iis iuseful ifor imanagement itheorists
iand iresearchers, ibut iit ihas ilittle ivalue ifor ithe ipracticing imanager.
ANS: i F
Meta-analysis iis ialso iuseful ifor ipracticing imanagers, ibecause iit ishows iwhat iworks iand ithe iconditions
iunder iwhich imanagement itechniques imay iwork ibetter ior iworse iin ithe i“real iworld.”
, PTS: i 1 DIF: Moderate REF: i 10-11 TOP: i AACSB iReflective
iThinking iKEY: i Creation iof iValue
7. Top imanagers iare iresponsible ifor icreating ia icontext ifor ichange iin ithe iorganization.
ANS: i T PTS: i i 1 DIF: Moderate REF: i i 13-14
TOP: i AACSB iReflective iThinking KEY: i Creation iof iValue
8. Top imanagers iare ithe imanagers iresponsible ifor ifacilitating iteam iactivities itoward
igoal iaccomplishment.
ANS: i F
Top imanagers iare iexecutives iresponsible ifor ithe ioverall idirection iof ithe iorganization; iteam ileaders iare ithe
imanagers iresponsible ifor ifacilitating iteam iactivities itoward igoal iaccomplishment.
PTS: i 1 DIF: Moderate REF: i 13-14 i(Exhibit
i1.2) iTOP: i AACSB iReflective iThinking KEY: i Group
iDynamics
9. As ithe ihealth-care iteam ileader ifor iCommerce iBank, iEmmett iConlon iis iresponsible ifor
ifacilitating ihis iteam’s iperformance i and ishould inot ibe iinvolved iwith iany iemployees ioutside iof ihis
iteam.
ANS: i F
Team ileaders iare iresponsible inot ionly ifor ifacilitating iteam iperformance, ibut ialso ifor iacting ias iliaisons
ibetween itheir iteams iand iother icompany iteams.
PTS: i 1 DIF: Moderate REF: i 16-17 TOP: i AACSB
iAnalytic iKEY: i Group iDynamics i| iLeadership iPrinciples
10. Typical ititles iused ifor itop imanagers iare igeneral imanager, iplant imanager, iregional imanager,
iand idivisional imanager.
ANS: i F
These iare itypical ititles ifor imiddle imanagers, inot itop imanagers. iSee iExhibit i1.2.
PTS: i 1 DIF: Moderate REF: i 13-14 i(Exhibit i1.2)
i TOP: i AACSB iReflective iThinking KEY: i Creation iof iValue i|
iHRM
11. First-line imanagers iare iresponsible ifor isetting iobjectives iconsistent iwith iorganizational igoals
iand iplanning iand iimplementing isubunit istrategies ifor iachieving ithese iobjectives.
ANS: i F
This iis ithe iresponsibility iof imiddle imanagers. iSee iExhibit i1.2.
PTS: i 1 DIF: Moderate REF: i 15 TOP: i AACSB iReflective
iThinking iKEY: i Strategy
12. Bandai, ithe ithird-largest itoy imaker iin ithe iworld, ihas iembarked ion ia iseries iof iacquisitions iin
ian ieffort ito ibecome ithe ileading itoy imaker iin ithe iworld. i The idecision ito iadopt ithis igoal iwas
imost ilikely imade iby iits itop imanagement.
