CHAPTERf1—THEfMANAGER'SfJOB
f
MULTIPLE CHOICE f
1. Management is the process of f f f f f
a. maintaining the status quo. f f f
b. planning, organizing and staffing, leading, and controlling.
f f f f f f
c. keeping labor from taking over. f f f f
d. facilitating groups. f
ANS: B PTS: 1 DIF: E REF: p. 2 f
NAT: AACSB: Analytic, Strategy f f
2. Crafting a strategic(chiến lược) vision(tầm nhìn) is typically the responsibility of a
f f f f f f f f f f f
a. first-level manager. f
b. middle-level manager. f
c. staff professional.f
d. top-level manager. f
ANS: D PTS: 1 DIF: M REF: p. 3 f
NAT: AACSB: Analytic, Strategy f f
3.
Three roles or activities within entrepreneurial (khởi nghiệp) work that arouse pa
f f f f f f f f f f f
ssion do NOT include:
f f f
a. opportunity recognition f
b. venture growth f
c. human resources f f
d. venture creation f
ANS: C PTS: 1 DIF: D REF: pp. 6-7 f
NAT: AACSB: Analytic, Leadership Principles f f f
4.
Nick is a successful entrepreneur, so he probably emphasizes(nhấn mạnh) which
f f f f f f f f f f f
of the following dimensions in his work?
f f f f f f
a. Innovativeness
b. minimizing risks f
c. reacting to events rather than being proactive
f f f f f f
d. a love for the status quo
f f f f f
, ANS: A PTS: 1 DIF: E REF: p. 6 f
NAT: AACSB: Reflective Thinking, Leadership Principles
f f f f
5.
On the job, Candice coordinates (kết hợp) the work of a small group of people and
f f f f f f f f f f f f f f f f
acts as a catalyst. Her job title is most likely
f f f f f f f f f
a. vice president. f
b. CEO.
c. plant general manager.
f f
d. team leader. f
ANS: D PTS: 1 DIF: M REF: p. 7 f
NAT: AACSB: Reflective Thinking, Group Dynamics f f f f
6. An important role for the team leader is to
f f f f f f f f
a. act as a catalyst and facilitator.
f f f f f
b. tightly control the work of team members.
f f f f f f
c. set a strategic direction for the firm.
f f f f f f
d. avoid interactions with team members.
f f f f
ANS: A PTS: 1 DIF: M REF: p. 7 f
NAT: AACSB: Reflective Thinking, Leadership Principles
f f f f
7.
Sherri Jackson is a sales manager. She searches the Internet to find new potential(
f f f f f f f f f f f f f
tiềm năng) markets for her products. Jackson is most directly making use of ____ resour
f f f f f f f f f f f f f f
ces.
a. Human
b. Financial
c. Physical
d. Information
ANS: D PTS: 1 DIF: E REF: p. 8 f
NAT: AACSB: Technology, Information Technology f f f
, 8.
Which function of management is most involved with energizing, directing, acti
f f f f f f f f f f
vating, and persuading others?
f f f
a. Leading
b. Controlling
c. Planning
d. organizing and staffing f f
ANS: A PTS: 1 DIF: E REF: p. 10 f
NAT: AACSB: Reflective Thinking, Leadership Principles f f f f
9. With respect to(about) creating visions, leaders often fail because they do not
f f f f f f f f f f f
a. have fancy enough visions.
f f f
b. Convert their visions into results. f f f f
c. use visions for inspiration.
f f f
d. bribe people for accomplishing a vision.
f f f f f
ANS: B PTS: 1 DIF: M REF: p. 10 f
NAT: AACSB: Analytic, Leadership Principles f f f
10. Controlling is primarily concerned with(liên quan)
f f f f f
a. making rational decisions. f f
b. comparing actual performance to a predetermined standard. f f f f f f
c. influencing people to perform better. f f f f
d. laying out work in a logical manner.
f f f f f f
ANS: B PTS: 1 DIF: E REF: p. 10 f
NAT: AACSB: Analytic, Individual Dynamics f f f
11. The two planning roles for manager involve
f f f f f f
a. monitoring and disturbance handling. f f f
b. strategy and operations. f f
c. being a figurehead and a spokesperson.
f f f f f
d. team building and team play.
f f f f
ANS: B PTS: 1 DIF: E REF: p. 11 f
NAT: AACSB: Analytic, Individual Dynamics f f f
, 12. Making sure that competent persons fill positions is part of which managerial role?
f f f f f f f f f f f f
a. Organizer
b. Liaison
c. staffing coordinator f
d. resource allocator f
ANS: C PTS: 1 DIF: M REF: p. 12 f
NAT: AACSB: Analytic, HRM f f
13. With respect to managers, poor interpersonal skills
f f f f f f
a. have a neutral impact on performance.
f f f f f
b. can lead to job failure.
f f f f
c. are not important because "Nice guys and gals finish last."
f f f f f f f f f
d. only create problems at the first two levels of management.
f f f f f f f f f
ANS: B PTS: 1 DIF: M REF: p. 17 f
NAT: AACSB: Communication, Individual Dynamics
f f f
14. Political skills should be regarded as a
f f f f f f
a. supplement to job competence. f f f
b. way to overcome job incompetence.
f f f f
c. way of creating ambiguity on the job.
f f f f f f
d. privilege of top management. f f f
ANS: A PTS: 1 DIF: M REF: p. 19 f
NAT: AACSB: Communication, Individual Dynamics
f f f
15. A key part of developing your managerial skills would be to
f f f f f f f f f f
a. forget about practice as soon as you acquire a skill.
f f f f f f f f f
b. practice kick boxing to sharpen your reflexes.
f f f f f f
c. obtain feedback on your performance.
f f f f
d. ignore the comments of others on how well you are doing.
f f f f f f f f f f
ANS: C PTS: 1 DIF: M REF: p. 19 f
NAT: AACSB: Communication, Individual Dynamics
f f f
16. At the higher levels of management, the four roles that are the most important include::
f f f f f f f f f f f f f f f
a. organizer, visionary, team builder, facilitator. f f f f
f
MULTIPLE CHOICE f
1. Management is the process of f f f f f
a. maintaining the status quo. f f f
b. planning, organizing and staffing, leading, and controlling.
f f f f f f
c. keeping labor from taking over. f f f f
d. facilitating groups. f
ANS: B PTS: 1 DIF: E REF: p. 2 f
NAT: AACSB: Analytic, Strategy f f
2. Crafting a strategic(chiến lược) vision(tầm nhìn) is typically the responsibility of a
f f f f f f f f f f f
a. first-level manager. f
b. middle-level manager. f
c. staff professional.f
d. top-level manager. f
ANS: D PTS: 1 DIF: M REF: p. 3 f
NAT: AACSB: Analytic, Strategy f f
3.
Three roles or activities within entrepreneurial (khởi nghiệp) work that arouse pa
f f f f f f f f f f f
ssion do NOT include:
f f f
a. opportunity recognition f
b. venture growth f
c. human resources f f
d. venture creation f
ANS: C PTS: 1 DIF: D REF: pp. 6-7 f
NAT: AACSB: Analytic, Leadership Principles f f f
4.
Nick is a successful entrepreneur, so he probably emphasizes(nhấn mạnh) which
f f f f f f f f f f f
of the following dimensions in his work?
f f f f f f
a. Innovativeness
b. minimizing risks f
c. reacting to events rather than being proactive
f f f f f f
d. a love for the status quo
f f f f f
, ANS: A PTS: 1 DIF: E REF: p. 6 f
NAT: AACSB: Reflective Thinking, Leadership Principles
f f f f
5.
On the job, Candice coordinates (kết hợp) the work of a small group of people and
f f f f f f f f f f f f f f f f
acts as a catalyst. Her job title is most likely
f f f f f f f f f
a. vice president. f
b. CEO.
c. plant general manager.
f f
d. team leader. f
ANS: D PTS: 1 DIF: M REF: p. 7 f
NAT: AACSB: Reflective Thinking, Group Dynamics f f f f
6. An important role for the team leader is to
f f f f f f f f
a. act as a catalyst and facilitator.
f f f f f
b. tightly control the work of team members.
f f f f f f
c. set a strategic direction for the firm.
f f f f f f
d. avoid interactions with team members.
f f f f
ANS: A PTS: 1 DIF: M REF: p. 7 f
NAT: AACSB: Reflective Thinking, Leadership Principles
f f f f
7.
Sherri Jackson is a sales manager. She searches the Internet to find new potential(
f f f f f f f f f f f f f
tiềm năng) markets for her products. Jackson is most directly making use of ____ resour
f f f f f f f f f f f f f f
ces.
a. Human
b. Financial
c. Physical
d. Information
ANS: D PTS: 1 DIF: E REF: p. 8 f
NAT: AACSB: Technology, Information Technology f f f
, 8.
Which function of management is most involved with energizing, directing, acti
f f f f f f f f f f
vating, and persuading others?
f f f
a. Leading
b. Controlling
c. Planning
d. organizing and staffing f f
ANS: A PTS: 1 DIF: E REF: p. 10 f
NAT: AACSB: Reflective Thinking, Leadership Principles f f f f
9. With respect to(about) creating visions, leaders often fail because they do not
f f f f f f f f f f f
a. have fancy enough visions.
f f f
b. Convert their visions into results. f f f f
c. use visions for inspiration.
f f f
d. bribe people for accomplishing a vision.
f f f f f
ANS: B PTS: 1 DIF: M REF: p. 10 f
NAT: AACSB: Analytic, Leadership Principles f f f
10. Controlling is primarily concerned with(liên quan)
f f f f f
a. making rational decisions. f f
b. comparing actual performance to a predetermined standard. f f f f f f
c. influencing people to perform better. f f f f
d. laying out work in a logical manner.
f f f f f f
ANS: B PTS: 1 DIF: E REF: p. 10 f
NAT: AACSB: Analytic, Individual Dynamics f f f
11. The two planning roles for manager involve
f f f f f f
a. monitoring and disturbance handling. f f f
b. strategy and operations. f f
c. being a figurehead and a spokesperson.
f f f f f
d. team building and team play.
f f f f
ANS: B PTS: 1 DIF: E REF: p. 11 f
NAT: AACSB: Analytic, Individual Dynamics f f f
, 12. Making sure that competent persons fill positions is part of which managerial role?
f f f f f f f f f f f f
a. Organizer
b. Liaison
c. staffing coordinator f
d. resource allocator f
ANS: C PTS: 1 DIF: M REF: p. 12 f
NAT: AACSB: Analytic, HRM f f
13. With respect to managers, poor interpersonal skills
f f f f f f
a. have a neutral impact on performance.
f f f f f
b. can lead to job failure.
f f f f
c. are not important because "Nice guys and gals finish last."
f f f f f f f f f
d. only create problems at the first two levels of management.
f f f f f f f f f
ANS: B PTS: 1 DIF: M REF: p. 17 f
NAT: AACSB: Communication, Individual Dynamics
f f f
14. Political skills should be regarded as a
f f f f f f
a. supplement to job competence. f f f
b. way to overcome job incompetence.
f f f f
c. way of creating ambiguity on the job.
f f f f f f
d. privilege of top management. f f f
ANS: A PTS: 1 DIF: M REF: p. 19 f
NAT: AACSB: Communication, Individual Dynamics
f f f
15. A key part of developing your managerial skills would be to
f f f f f f f f f f
a. forget about practice as soon as you acquire a skill.
f f f f f f f f f
b. practice kick boxing to sharpen your reflexes.
f f f f f f
c. obtain feedback on your performance.
f f f f
d. ignore the comments of others on how well you are doing.
f f f f f f f f f f
ANS: C PTS: 1 DIF: M REF: p. 19 f
NAT: AACSB: Communication, Individual Dynamics
f f f
16. At the higher levels of management, the four roles that are the most important include::
f f f f f f f f f f f f f f f
a. organizer, visionary, team builder, facilitator. f f f f
