Fundamentals of Management, 7e (Robbins/DeCenzo/Coulter) Chapter 1 Managers and Management 1) Part of what defines an organization is its purpose.

Answer: TRUE Explanation: The goals or purpose of an organization define the organization's reason for existing. Without a o!!on purpose" a group of indi#iduals does not $ualif% as an organization. &iff: ' Page Ref: ( )*+e ti#e: 1.1 ') All organizations ha#e a stru ture that in so!e wa%s ser#es to define and li!it the *eha#ior of !e!*ers of the organization. Answer: TRUE Explanation: The stru ture of an organization" whether for!al or infor!al" defines how organization !e!*ers intera t. ,or exa!ple" a s hool's infor!al guidelines !ight deter!ine how tea hers fraternize. A s hool's for!al guidelines !ight set up rules for intera tion *etween students and tea hers. &iff: ' Page Ref: ( )*+e ti#e: 1.1 -) .n order to *e onsidered a !anager" an indi#idual !ust dire t or o#ersee the wor/ of others. Answer: TRUE Explanation: &ire ting and o#erseeing wor/ distinguishes !anagers fro! non!anagerial e!plo%ees. 0anagers dire t and o#ersee wor/ of others. 1on!anagerial e!plo%ees ha#e no super#isor% responsi*ilities. &iff: ' Page Ref: 2 AA345: Anal%ti 4/ills )*+e ti#e: 1.1 () A !anager does not wor/ dire tl% on tas/s for the organization. Answer: ,A64E Explanation: 0anagers !a% wor/ on tas/s in addition to their super#isor% duties. ,or exa!ple" a !anager of a shop that designs lothing !a% also reate designs on his or her own. &iff: ' Page Ref: 2 )*+e ti#e: 1.1 2) 4uper#isors and tea! leaders !a% *oth *e onsidered first7line !anagers. Answer: TRUE Explanation: ,irst7line !anagers are !anagers who o#ersee wor/ers dire tl% and are in#ol#ed in da%7to7da% operations. ,or exa!ple" a tea! !anager in an auto asse!*l% plant !ight o#ersee and help sol#e e#er%da% pro*le!s that arise on the asse!*l% line. 8igher le#el !anagers t%pi all% would not spend ti!e helping to sol#e asse!*l% line pro*le!s dire tl%. &iff: 1 Page Ref: 2 )*+e ti#e: 1.1

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;) Effe ti#eness refers to the relationship *etween inputs and outputs. Answer: ,A64E Explanation: Effi ien % is on erned with !axi!izing the output7to7input ratio. Effe ti#eness" on the other hand" refers not to how well resour es are used" *ut whi h resour es to use" and whether or not those resour es help the organization attain its goals. &iff: ' Page Ref: ; AA345: Anal%ti 4/ills )*+e ti#e: 1.' <) A goal of effi ien % is to !ini!ize output osts while !axi!izing input osts. Answer: ,A64E Explanation: The goal of effi ien % is the opposite=to !axi!ize outputs while !ini!izing inputs. An effi ient operation uses the fewest resour es to generate the greatest a!ount of produ t. &iff: ' Page Ref: ; )*+e ti#e: 1.' >) Effe ti#eness refers to the attain!ent of the organization's goals. Answer: TRUE Explanation: Effe ti#eness is on erned with ?doing the right things?= hoosing the tas/s that will help the organization a hie#e its goals. Effi ien %" on the other hand" refers to ?doing things right"? that is" on e tas/s are hosen the% are done with a !ini!u! of waste. &iff: ' Page Ref: ; )*+e ti#e: 1.' @) 0anagers who are effe ti#e at !eeting organizational goals alwa%s a t effi ientl%. Answer: ,A64E Explanation: A !anager !a% *e effe ti#e" *ut not effi ient. ,or exa!ple" a !anager !a% ex el at a hie#ing goals *ut waste a lot of !one%" energ%" and resour es in a hie#ing the!. &iff: Page Ref: ; AA345: Anal%ti 4/ills )*+e ti#e: 1.' 1:) The four onte!porar% !anage!ent pro esses are planning" organizing" leading" and o!!anding. Answer: ,A64E Explanation: 6eading is a ter! that repla ed o!!anding and oordinating. 4o o!!anding is onsidered to *e part of leading and not distin t fro! it. &iff: 1 Page Ref: < )*+e ti#e: 1.' 11) &eter!ining who reports to who! is part of the ontrolling fun tion of !anage!ent. Answer: ,A64E Explanation: The ontrolling fun tion is largel% a pro ess of !onitoring and e#aluation. 4u*ordinates are o*ser#ed to see if the% are wor/ing effi ientl%. Progra!s are e#aluated to !a/e sure the% are progressing toward organizational goals. &e iding who reports to who! is not a part of this fun tion. &iff: 1 Page Ref: > )*+e ti#e: 1.' 3op%right 9 ':11 Pearson Edu ation" .n

1') Pro#iding !oti#ation is part of the ontrolling fun tion of !anage!ent. Answer: ,A64E Explanation: 0oti#ating e!plo%ees falls under the ategor% of leadership for a !anager" not ontrolling. &iff: ' Page Ref: > )*+e ti#e: 1.1-) &efining goals is a /e% part of the organizing fun tion of !anage!ent. Answer: ,A64E Explanation: &efining goals for an organization is part of the planning" rather than the organizing fun tion of !anage!ent. Usuall% onl% top !anagers parti ipate in defining *road" strategi goals" while all !anagers define goals for pra ti al le#els of organiztion operation. &iff: 1 Page Ref: > )*+e ti#e: 1.1() &e iding who will *e assigned to whi h +o* is a part of the leading fun tion of !anage!ent. Answer: ,A64E Explanation: Assigning tas/s falls largel% in the ategor% of organizing. 6eading is on erned with dire ting and !oti#ating e!plo%ees. &iff: 1 Page Ref: > )*+e ti#e: 1.12) ,a%ol's !anage!ent pro esses are o!pletel% e$ui#alent to 0intz*erg's !anage!ent roles. Answer: ,A64E Explanation: ,a%ol's four fun tions of !anage!ent are planning" leading" ontrolling" and organizing. 0intz*erg's ategories in lude so!e of these fun tions" su h as leading and !a/ing planning de isions" *ut lea#e out the others. Though the two s%ste!s an ulti!atel% *e re on iled with one another" it would *e a stret h to sa% that the% are e$ui#alent. The strength of the two s%ste!s is that the% represent different points of #iew and pro#ide two different lenses with whi h to o*ser#e and anal%ze !anage!ent. &iff: Page Ref: >71: AA345: Refle ti#e Thin/ing )*+e ti#e: 1.1;) .n 0intz*erg's #iew" the roles of figurehead" leader" and liaison are all interpersonal roles. Answer: TRUE Explanation: 0intz*erg sees the !anager's interpersonal hores as pro#iding !oti#ation and support Aleading)" representing the part of the organization %ou ontrol Afigurehead)" and onne ting with other parts of the organization andBor the outside world Aliaison). &iff: ' Page Ref: @ )*+e ti#e: 1.1<) &istur*an e handler is one of 0intz*erg's interpersonal roles. Answer: ,A64E Explanation: Though ?distur*an e handler? sounds li/e an interpersonal role" it falls under 0intz*erg's ategor% of de isional roles. A distur*an e handler !ust de ide how to address pro*le!s that arise in a wa% that will *est *enefit the organization. &iff: ' Page Ref: @ )*+e ti#e: 1.3op%right 9 ':11 Pearson Edu ation" .n

1>) A /e% differen e *etween ,a%ol's and 0intz*erg's #iew of !anage!ent is that ,a%ol's #iew was *ased on e!piri al o*ser#ations of !anagers in a tion. Answer: ,A64E Explanation: .t was 0intz*erg" rather than ,a%ol" who *ased his ategories on what !anagers a tuall% do. ,a%ol's ategories were *ased on experien e" *ut his data was not olle ted in a s%ste!ati !anner. &iff: ' Page Ref: >7@ AA345: Anal%ti 4/ills )*+e ti#e: 1.1@) 0ost people who stud% !anage!ent thin/ that ,a%ol's ategories are !ore useful than 0intz*erg's. Answer: TRUE Explanation: Though ,a%ol's s he!e was not *ased on s ientifi all% olle ted data" the si!pli it% of his ategories has !ade it !ore popular in !anage!ent ir les than 0intz*erg's !ore o!pli ated s he!e. &iff: ' Page Ref: 1: )*+e ti#e: 1.':) A t%pi al first7le#el !anager spends !ore of his or her ti!e leading than planning. Answer: TRUE Explanation: )f the three !anagerial le#els" first7le#el !anagers proportionall% spend the !ost ti!e leading and the least ti!e planning. T%pi all%" first7le#el !anagers spend a*out twi e as !u h ti!e leading as the% do planning. &iff: ' Page Ref: 1171' )*+e ti#e: 1.'1) 5e ause profit" or the ?*otto! line"? is not the !easure of su ess for not7for7profit organizations" !anagers of harita*le organizations do not ha#e to on ern the!sel#es with the finan ial aspe ts of their organizations. Answer: ,A64E Explanation: 0anagers of non7profit organizations are interested in the finan ial aspe ts of their organizations pri!aril% for reasons of effi ien %. Cenerall%" the less !one% and resour es the% waste in *eing ineffi ient the !ore the% ha#e for attaining their a tual goals. &iff: ' Page Ref: 1' )*+e ti#e: 1.'') All !anagers de#ote at least so!e of their ti!e to planning. Answer: TRUE Explanation: Though higher !anagers generall% do !ore planning" e#en the lowest first7le#el !anager will spend so!e of his or her ti!e planning. Cenerall%" the lower the !anager" the less strategi his or her planning is li/el% to *e. &iff: ' Page Ref: 11 )*+e ti#e: 1.-

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'-) A !anager in a large *usiness generall% will spend !ore of her ti!e as a spo/esperson and entrepreneur than her ounterpart in a s!all *usiness. Answer: ,A64E Explanation: )nl% the #er% top !anagers in a large fir! spend !u h ti!e in spo/esperson and entrepreneurial roles. .n a s!all fir!" a !anager is !u h !ore li/el% to ta/e on the role as a spo/esperson or a ?rain!a/er? who pro ures new *usiness. &iff: ' Page Ref: 1'71)*+e ti#e: 1.'() The politi al s/ills of a !anager pri!aril% onsist of the a*ilit% to understand the wor/ings of go#ern!ent and to present infor!ation effe ti#el% to others in the for! of politi al spee h!a/ing. Answer: ,A64E Explanation: Politi al s/ills ha#e little to do with !a/ing spee hes or understanding go#ern!ent. .nstead" politi al s/ills for a !anager in#ol#e a $uiring a power *ase within an organization of lo%al allies who pledge support. &iff: Page Ref: 11 AA345: 3o!!uni ation )*+e ti#e: 1.'2) Te hni al s/ills in#ol#e a !anager's a*ilit% to thin/ logi all% and effe ti#el% a*out a*stra t situations. Answer: ,A64E Explanation: Thin/ing logi all% a*out a*stra t situations is a on eptual s/ill rather than a te hni al s/ill. &iff: ' Page Ref: 1: AA345: Te hnolog% )*+e ti#e: 1.';) A s!all *usiness !anager in !an% wa%s o!*ines the roles of top !anager and first7line !anager in a large *usiness. Answer: TRUE Explanation: A s!all *usiness !anager is usuall% a generalist. 8e !a% !ap out planning strateg% li/e a top !anager at one point in a da%" and super#ise wor/ers li/e a first7line !anager during a different point in a da%. &iff: ' Page Ref: 1)*+e ti#e: 1.'<) Toda%'s !anagers are +ust as li/el% to *e wo!en as the% are !en. Answer: ,A64E Explanation: Though !an% !ore wo!en are !anagers toda% than the% were in in the past" less than (: per ent of !anagers in the United 4tates urrentl% are wo!en. &iff: 1 Page Ref: 1( AA345: &i#ersit% )*+e ti#e: 1.(

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'>) To *etter understand #alues and attitudes that are o!!on to all people" a !anager !a% stud% anthropolog%. Answer: TRUE Explanation: Anthropolog% o!pares ultures" loo/ing for *oth si!ilarities and differen es *etween different so ieties. A !anager an *etter understand how her organization fits within its larger ultural ontext *% *eing exposed to the prin iples of anthropolog%. &iff: ' Page Ref: 1( AA345: &i#ersit% )*+e ti#e: 1.( '@) The stud% of e ono!i s is useful onl% to top !anagers. Answer: ,A64E Explanation: E ono!i s is useful to all !anagers *e ause it deals with topi s that are often dire tl% related to *usiness su h as finan e" !ar/ets" o!petition" and the allo ation of resour es. Understanding these su*+e ts an gi#e !anagers insight into how to anal%ze the urrent *usiness situation and how to plan for the future. &iff: ' Page Ref: 12 )*+e ti#e: 1.( -:) 5e ause !anage!ent is affe ted *% a nation's for! of go#ern!ent" an understanding of politi al s ien e is i!portant for !anagers whose organizations do *usiness glo*all%. Answer: TRUE Explanation: A nation's poli ies with respe t to su h things as propert% rights" ontra t law" and the politi al power stru ture an greatl% affe t the de isions of a !anager. Dnowing the politi al stru ture of other ountries an *e #er% useful to a !anager of a fir! that does international *usiness. &iff: 1 Page Ref: 12 AA345: Clo*alizations )*+e ti#e: 1.( -1) Whi h of the following is the !ost a urate state!ent regarding !anagers in toda%'s worldE A) There is greater #ariet% of !anagers with respe t to age" ethni it%" and gender than e#er *efore. 5) 0anagers are found al!ost ex lusi#el% in large orporations that ha#e !ore than 2:: e!plo%ees. 3) 0anagers are found al!ost ex lusi#el% in for7profit organizations. &) 0ore than half of toda%Fs !anagers are wo!en. Answer: A Explanation: A) As ti!e passes" the traditional i!age of the white !iddle7aged !ale as !anager has *een repla ed *% indi#iduals of *oth genders" all ages" and a wide #ariet% of ethni *a /grounds. The organizations !anagers wor/ for also #ar% widel%. 0anagers are as li/el% to wor/ for s!all organizations as large ones and for non7profits as for7profits. ,inall%" though !an% !ore wo!en toda% wor/ as !anagers than in the past" the text does not su*stantiate the state!ent that !ore than half of !anagers are fe!ale. &iff: ' Page Ref: ( AA345: &i#ersit% )*+e ti#e: 1.1

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-') An organization is GGGGGGGG. A) the ph%si al lo ation where people wor/ 5) an% olle tion of people who all perfor! si!ilar tas/s 3) a deli*erate arrange!ent of people to a o!plish so!e spe ifi purpose &) a group of indi#iduals fo used on profit7!a/ing for their shareholders Answer: 3 Explanation: 3) 5% definition" an organization is a deli*erate arrange!ent of people who ha#e a o!!on purpose or goal. An organization !a% or !a% not exist in a dis rete ph%si al lo ation. ,or exa!ple" !an% of toda%Fs politi al ad#o a % organizations exist largel% as diffuse online entities without a pri!ar% ph%si al lo ation. Though so!e people in an organization !a% perfor! si!ilar tas/s" !an% do not. ,or exa!ple" do tors and ad!inistrators !a% *oth wor/ for the sa!e hospital organization *ut perfor! #er% different tas/s. ,inall%" fo us on profit does not deter!ine an organization. 0an% organizations" su h as a *ird7wat hing lu*" do not in lude profit as a goal. &iff: ' Page Ref: ( )*+e ti#e: 1.1 --) All organizations ha#e GGGGGGGG whi h defineAs) the organization's purpose and reason for existing. A) li!its 5) rules 3) stru ture &) goals Answer: & Explanation: &) An organizationFs goals define its purpose and reason for existing. ,or exa!ple" the goals of a *an/ !ight *e to !a/e !one%" while the goals of a hur h hoir would to *e to reate *eautiful !usi . Rules an help an organization a hie#e its goals" *ut rules do not expli itl% define those goals. )rganizational stru ture defines and li!its how people within an organization intera t" *ut stru ture on its own is not so!ething that ser#es to define an organizationFs purpose. &iff: ' Page Ref: ( )*+e ti#e: 1.1 -() )ne of the o!!on hara teristi s of all organizations is GGGGGGGG that defineAs) rules" regulations" and #alues of the organization. A) a set of written *%laws 5) an expli it goal 3) a s%ste!ati stru ture &) a stated purpose Answer: 3 Explanation: 3) An organizationFs stru ture identifies organizational #alues whi h in lude *eha#ioral standards" usto!s" ethi al !ores" and on#entions that delineate relationships *etween organization !e!*ers. The stru ture of an organization need not *e for!all% written as *%laws. The goals and purpose of an organization an influen e its #alues" *ut neither of these ite!s an *e said to define an organizationFs #alues. &iff: ' Page Ref: ( )*+e ti#e: 1.1

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-2) A fraternit% is an exa!ple of an organization *e ause it is o!prised of people who GGGGGGGG. A) share the sa!e #alues" traditions" and usto!s 5) share the sa!e goals and #alues 3) share goals and fun tion within a o!!on stru ture &) fun tion under the sa!e set of rules and regulations Answer: 3 Explanation: 3) 0e!*ers of an organization !ust not onl% share the sa!e goals" the% !ust all wor/ within a o!!on stru ture to attain those goals. To grasp this distin tion" o!pare two *ase*all pla%ers on different tea!s: *oth !a% share the sa!e goal of winning the World 4eries" *ut the% *elong to different organizations. 4i!ilarl%" si!pl% sharing #alues or rules is not suffi ient to identif% or differentiate an organization. To !a/e up an organization" people need to *elong to a shared stru ture or institution and ha#e o!!on goals. &iff: ' Page Ref: ( -;) Whi h of the following is a /e% differen e *etween !anagerial and non!anagerial e!plo%eesE A) 0anagerial e!plo%ees re ei#e higher pa% o!pensation. 5) 1on!anagerial e!plo%ees ha#e less for!al edu ation. 3) 1on!anagerial e!plo%ees do not o#ersee the wor/ of others. &) 0anagerial e!plo%ees wor/ longer hours. Answer: 3 Explanation: 3) The distin tion *etween !anagerial and non!anagerial e!plo%ees resides solel% in o#erseeing wor/. 0anagers ha#e the responsi*ilit% of super#ising and dire ting wor/ of others. 1on!anagerial e!plo%ees do not ha#e this responsi*ilit%. 0anagers !a% or !a% not re ei#e *etter o!pensation" ha#e !ore edu ation" and wor/ longer hours than non!anagers= so none of these riteria an ser#e to distinguish *etween the two. &iff: 1 Page Ref: 2 )*+e ti#e: 1.1 -<) The pri!ar% +o* of a !anager is to GGGGGGGG. A) !a/e de isions that help an organization grow 5) ta /le tas/s that are too diffi ult for non!anagerial e!plo%ees 3) oordinate *etween organization leaders and ordinar% e!plo%ees &) dire t and o#ersee the wor/ of others Answer: & Explanation: &) Though !anagers !a% !a/e i!portant de isions" ta /le diffi ult tas/s" and oordinate *etween leaders and lower7le#el e!plo%ees" a !anagerFs pri!ar% +o* is to super#ise the wor/ of others. The super#isor% role is what distinguishes !anagers fro! non!anagers. &iff: 1 Page Ref: 2 )*+e ti#e: 1.1

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->) The wor/ of a !anager GGGGGGGG. A) is stri tl% li!ited to o#erseeing and !onitoring the wor/ of others 5) !a% in#ol#e perfor!ing tas/s that are not related to o#erseeing others 3) in#ol#es onl% high7le#el tas/s that re$uire a sophisti ated s/ill set &) does not in#ol#e intera tion with non!anagerial e!plo%ees Answer: 5 Explanation: 5) The pri!ar% +o* of a !anager is to o#ersee wor/ of others. 8owe#er" this does not pre lude a !anager fro! perfor!ing tas/s on his or her own that do not in#ol#e super#ision of others. An exa!ple of a !anager not *eing li!ited to super#ising would *e an art dire tor at a *oo/ o!pan% who super#ises wor/ of others *ut also reates artwor/s on her own. Tas/s perfor!ed *% !anagers are not ne essaril% high7le#el and !a% in#ol#e intera tion with non!anagerial wor/ers" so neither of these hoi es is orre t. &iff: ' Page Ref: 2 )*+e ti#e: 1.1 -@) Supervisor is another na!e for whi h of the followingE A) tea! leader 5) !iddle !anager 3) first7line !anager &) top !anager Answer: 3 Explanation: 3) An organizationFs !anage!ent hierar h% t%pi all% follows this progression: first7line !anager" !iddle !anager or tea! leader" and top !anager. This se$uen e usuall% refle ts the degree to whi h !anagers are in#ol#ed in planning and !a/ing higher order de isions. The lowest position in the se$uen e" the first7line !anager" is generall% !ore in#ol#ed in supervising others than !a/ing higher order de isions" so this indi#idual is often ter!ed a supervisor. 0anagers higher in the hain of o!!and" do less supervising than first7line !anagers so the% are less li/el% to *e alled a supervisor. &iff: 1 Page Ref: 2 )*+e ti#e: 1.1 (:) Whi h of the following t%pes of !anagers is responsi*le for !a/ing organization7wide de isions and esta*lishing the plans and goals that affe t the entire organizationE A) tea! leader 5) top !anager 3) depart!ent head &) pro+e t leader Answer: 5 Explanation: 5) .n a t%pi al !anage!ent hierar h% the indi#iduals responsi*le for !a/ing higher order de isions that in#ol#e planning" goals" poli %" and philosoph% are the top !anagers. Tea! leaders are generall% first7line !anagers at the *otto! of the hierar h% that are least in#ol#ed with higher order goals. &epart!ent heads and pro+e t leaders are titles for !iddle !anagers who are !ore in#ol#ed with the i!ple!entation rather than the !a/ing of goals and poli %. &iff: 1 Page Ref: 2 )*+e ti#e: 1.1

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(1) Whi h is an i!portant +o* responsi*ilit% for a !iddle !anagerE A) defining the organizationFs long7ter! goals 5) translating goals defined *% top !anagers into a tion 3) helping top !anagers define goals &) perfor!ing tas/s that are not related to long7ter! goals Answer: 5 Explanation: 5) .n an organization" top !anage!ent t%pi all% defines long7ter! goals" then enlists !iddle !anagers to find wa%s to a hie#e those goals. Thus" !iddle !anagers are not in#ol#ed in identif%ing long7ter! goals in an% wa%. The +o* of a !iddle !anager is #er% in#ol#ed with long7ter! goals" it +ust doesnFt in#ol#e defining those goals. &iff: ' Page Ref: 2 (') Whi h of the following identifies a !anager who does 1)T t%pi all% super#ise other !anagersE A) unit hief 5) shift !anager 3) #i e president &) di#ision !anager Answer: 5 Explanation: 5) All *ut first7line !anagers are responsi*le at least in part for o#erseeing the wor/ of other !anagers. The shift !anager is the onl% first7line !anager in this group. A unit hief and di#ision !anager are *oth titles for !iddle !anagers who o#ersee other !anagers. A #i e president is a top !anage!ent position whi h is usuall% hea#il% in#ol#ed with the !anage!ent of other !anagers. &iff: ' Page Ref: 2 )*+e ti#e: 1.1 (-) Whi h of the following is a !e!*er of the lowest le#el of !anage!entE A) a non!anagerial e!plo%ee 5) an indi#idual in#ol#ed in defining the organizationFs philosoph% 3) a #i e president &) a !iddle !anager Answer: & Explanation: &) The !iddle !anager represents the lowest !anagerial position a!ong the hoi es gi#en here" *ut it is not the lowest position in the !anagerial hierar h%. .ndi#iduals that ran/ a*o#e a !iddle !anager in lude a #i e president and an indi#idual who defines organizational philosoph%" *oth of who! would $ualif% as top !anagers. ,inall%" a non!anagerial e!plo%ee is lowest in the hierar h% a!ong these hoi es" *ut this indi#idual is not a part of !anage!ent. &iff: ' Page Ref: 2 )*+e ti#e: 1.1

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(() All le#els of !anage!ent *etween the super#isor% le#el and the top le#el of the organization are ter!ed GGGGGGGG. A) !iddle !anagers 5) first7line !anagers 3) super#isors &) tea! leaders Answer: A Explanation: A) 0iddle !anage!ent is defined as those indi#iduals who are *etween top !anage!ent and the tea! leaders" super#isors" and other first7line !anagers who !a/e up the super#isor% le#el of !anage!ent. An% !anager who is A1) not a part of top !anage!ent" and A') not pri!aril% a super#isor of non!anagerial e!plo%ees" is lassified as a !iddle !anager. &iff: ' Page Ref: 2 )*+e ti#e: 1.1 (2) Whi h of the following le#els of !anage!ent is asso iated with positions su h as exe uti#e #i e president" hief operating offi er" hief exe uti#e offi er" and hairperson of the *oardE A) tea! leaders 5) !iddle !anagers 3) first7line !anagers &) top !anagers Answer: & Explanation: &) All of the titles listed a*o#e= exe uti#e #i e president" hief operating offi er" hief exe uti#e offi er" and hairperson of the *oard=are exe uti#e positions that are t%pi all% part of an organizationFs top !anage!ent. Tea! leaders are t%pes of first7line !anagers and are not part of top !anage!ent. An% positions that featured the title ?exe uti#e? would eli!inate !iddle !anagers as a hoi e. &iff: 1 Page Ref: 2 )*+e ti#e: 1.1 (;) Another ter! for effi ien % is GGGGGGGG. A) doing the right things 5) doing things right 3) !a/ing sure things get done &) doing things at the right ti!e Answer: 5 Explanation: 5) Effi ien % is often ter!ed doing things right *e ause the phrase denotes the !anner in whi h tas/s are arried out. The ?right? wa% or effi ient wa% orrelates with a !ini!u! of wasted ti!e" !one%" energ%" and resour es. ?&oing the right things"? on the other hand" refers to effe ti#eness" not effi ien %. 0a/ing sure that things get done and doing things at the right ti!e are *oth often part of an effi ient underta/ing" *ut neither effort ould *e said to define effi ien %. &iff: ' Page Ref: ; )*+e ti#e: 1.'

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(<) Whi h of the following !ight *e an exa!ple of in reased effi ien % in !anufa turingE A) utting the a!ount of la*or re$uired to !a/e the produ t 5) utting the pri e of the produ t 3) in reasing sales of the produ t &) in reasing ad#ertising for the produ t. Answer: A Explanation: A) Effi ien % !ust in#ol#e redu ing the input to output ratio in so!e wa%. 3utting the a!ount of la*or redu es the a!ount of input and so !ar/s an in rease in effi ien %. 3utting the pri e does not affe t the a!ount of resour es and la*or that go into the produ t" nor does it i!pro#e the produ t itself" so it is not an effi ien % !easure. .n reasing sales and ad#ertising si!ilarl% do not hange the input7output ratio so the% do not in rease effi ien %. &iff: Page Ref: ; AA345: Anal%ti 4/ills )*+e ti#e: 1.' (>) Another ter! for effe ti#eness is GGGGGGGG. A) doing the right things 5) doing things right 3) doing things intelligentl% &) doing things when ne essar% Answer: A Explanation: A) Effe ti#eness is said to *e ?doing the right things? *e ause effe ti#eness is on erned with o*taining results and rea hing goals. &oing things ?in the right wa%? results in effi ien % rather than effe ti#eness. 1ote that an enterprise an *e effe ti#e=i.e." it an attain goals=without *eing effi ient in su h areas as /eeping osts and resour es down. &oing things intelligentl% is learl% part of an effe ti#e effort without *eing riti al to it. The sa!e an *e said of doing things when ne essar%=it is not a riti al part of an effe ti#e effort. &iff: ' Page Ref: ; (@) Effe ti#eness is s%non%!ous with GGGGGGGG. A) ost !ini!ization 5) s!art !anage!ent 3) goal attain!ent &) effi ien % Answer: 3 Explanation: 3) Effe ti#eness is on erned with ends as opposed to !eans. 5eing effe ti#e !eans ?getting the +o* done? Aattaining goals)" while *eing effi ient is on erned with ?how the +o* got done? and su h things as ost !ini!ization. While effe ti#e operations usuall% feature s!art !anage!ent" the two are not ne essaril% s%non%!ous. &iff: ' Page Ref: ; )*+e ti#e: 1.'

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2:) Effi ien % refers to GGGGGGGG. A) the relationship *etween inputs and outputs 5) the additi#e relationship *etween inputs and outputs 3) the in#erse relationship *etween inputs and outputs &) de reasing inputs onl% Answer: A Explanation: A) 0athe!ati all%" effi ien % is !easured as a ratio of inputs to outputs. ,or exa!ple" in ph%si s the ratio of input energ% to output energ% defines a !a hine's effi ien %. The sa!e prin iples appl% to !anage!ent. Effi ien % is !easured as the ratio of input energ%" or other resour es" su h as osts or la*or" to the a!ount of produ t or output reated. The inputBoutput ratio is neither additi#e nor in#erse" *ut rather dire tl% proportional in so!e wa%. ,inall%" though de reasing inputs an in rease effi ien %" it is not the onl% wa% to in rease effi ien %. &iff: ' Page Ref: ; )*+e ti#e: 1.' 21) Cood !anage!ent stri#es for GGGGGGGG. A) low effi ien % and high effe ti#eness 5) high effi ien % and low effe ti#eness 3) high effi ien % and high effe ti#eness &) !oderate effi ien % and !oderate effe ti#eness Answer: 3 Explanation: 3) 8igh effi ien % and high effe ti#eness are *oth things that !anagers see/ to o*tain. 8igh effi ien % is asso iated with !ini!al waste and a !axi!u! of produ tion. 8igh effe ti#eness is asso iated with su ess in a hie#ing goals. 6ow or !oderate !easures of effi ien % or effe ti#eness are learl% inferior to a high a!ount of ea h $ualit%. &iff: ' Page Ref: ; AA345: Anal%ti 4/ills )*+e ti#e: 1.' 2') A and% !anufa turer would in rease *oth effi ien % and effe ti#eness *% !a/ing GGGGGGGG. A) *etter and% at the sa!e ost 5) *etter and% at a lower ost 3) the sa!e and% at a lower ost &) the sa!e and% at the sa!e ost Answer: 5 Explanation: 5) .n reasing effi ien % in#ol#es !a/ing the produ t at lower ost. .n reasing effe ti#eness !eans !a/ing a *etter produ t. 4o in reasing effi ien % and effe ti#eness would entail !a/ing a *etter produ t at a lower ost. An% other o!*ination of the two #aria*les=not i!pro#ing the ost or the $ualit% of the and% would not *e an i!pro#e!ent in *oth effi ien % and effe ti#eness. &iff: Page Ref: ; AA345: Anal%ti 4/ills )*+e ti#e: 1.'

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2-) A and% !anufa turer that !ade and% at a lower ost without i!pro#ing the $ualit% of the and% ould *e said to GGGGGGGG. A) in rease effe ti#eness without in reasing effi ien % 5) in rease effi ien % without in reasing effe ti#eness 3) in rease *oth effe ti#eness and effi ien % &) de rease *oth effe ti#eness and effi ien % Answer: 5 Explanation: 5) 6owering ost is a !easure of in reased effi ien %. 0a/ing *etter and% is a !easure of in reased effe ti#eness. 4o lowering ost for uni!pro#ed and% shows an in rease in effi ien % *ut not effe ti#eness. &iff: Page Ref: ; AA345: Anal%ti 4/ills )*+e ti#e: 1.' 2() The ?father? of s ientifi !anage!ent was GGGGGGGG. A) 8enri ,a%ol 5) Ro*ert 6. Datz 3) 8enr% 0intz*erg &) ,rederi / Winslow Ta%lor Answer: & Explanation: &) ,a%ol wor/ed a*out the sa!e ti!e period as Ta%lor and was also fairl% ?s ientifi ? in his approa h. 8owe#er" Ta%lor was the person who stressed *eing ?s ientifi ? and oined the ter! scientific management in his 1@11 *oo/. 0intz*erg and Datz also ontri*uted to ideas a*out s ientifi !anage!ent" *ut *oth of these thin/ers a!e later. &iff: ' Page Ref: < )*+e ti#e: 1.' 22) Ta%lor *egan to de#elop his theor% of GGGGGGGG after a result of #iewing wor/ers in steel o!panies. A) the fun tions of !anage!ent 5) ethi s7*ased !anage!ent 3) !anage!ent s/ills &) s ientifi !anage!ent Answer: & Explanation: &) Ta%lor's s ientifi !anage!ent theor% posited that effi ien % in organizations ould *e i!pro#ed *% stud%ing organizations o*+e ti#el% and s%ste!ati all%. The fun tions of !anage!ent were de#eloped *% ,a%ol. 0anage!ent s/ills were identified *% Datz. Ethi s7*ased !anage!ent is not a /nown theor% of !anage!ent. &iff: ' Page Ref: < )*+e ti#e: 1.'

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2;) A !a+or ontri*ution that Ta%lor !ade to the stud% of !anage!ent was GGGGGGGG. A) to !easure effi ien % on a (7star s ale 5) to identif% the one *est wa% to get a +o* done 3) to identif% the three *est wa%s to get a +o* done &) to !easure ineffi ien % on a (7star s ale Answer: 5 Explanation: 5) Ta%lor !easured effi ien % and ineffi ien %" *ut he did not ran/ the! on a star s ale. What Ta%lor did do was olle t data to identif% the ?one *est wa%? to do a +o*H that is" the !ost effi ient and effe ti#e wa% to o!plete a tas/. Ta%lor fo used on onl% a single *est wa%. &iff: ' Page Ref: < )*+e ti#e: 1.' 2<) Whi h of the following did Ta%lor 1)T find ?appalling? in his stud% of wor/ers in steel o!paniesE A) Wor/ers ?too/ it eas%? on the +o*. 5) Wor/ers e!plo%ed different te hni$ues for the sa!e +o*. 3) Wor/ers would onl% atte!pt to perfor! a +o* if the% were shown to ha#e aptitude for it. &) Wor/er output was onl% a*out one7third of what was possi*le. Answer: 3 Explanation: 3) Ta%lor indeed dis o#ered that wor/ers did not wor/ hard on the +o*" did not ha#e standardized !ethods and te hni$ues for o!pleting a tas/" and onl% a o!plished a fra tion of their theoreti al wor/ potential. All of the a*o#e dis!a%ed Ta%lor greatl%" on#in ing hi! that the situation ould *e greatl% i!pro#ed with the appli ation of standardized wor/ rules and tas/ !ethodolog%. The one thing in the list that Ta%lor did not dis o#er was wor/ers who refused to wor/ at +o*s the% did not ha#e aptitude for. .n fa t" he found that the re#erse situation existed=wor/ers perfor!ed +o*s that the% had no aptitude for=this onstituted %et another pra ti e that was appalling to Ta%lor. &iff: Page Ref: < AA345: Anal%ti 4/ills )*+e ti#e: 1.' 2>) Toda%" the *asi !anage!ent fun tions are onsidered to *e GGGGGGGG. A) planning" oordinating" leading" and !onitoring 5) planning" organizing" leading" and !oti#ating 3) o!!anding" organizing" leading" and de ision !a/ing &) planning" organizing" leading" and ontrolling Answer: & Explanation: &) The four fun tions are planning" organizing" leading" and ontrolling. The other hoi es in lude part of these fun tions A oordinating is a part of planningH !onitoring is a part of ontrollingH !oti#ating is a part of leadingH and de ision !a/ing is a /e% part of all !anagerial fun tions). &iff: ' Page Ref: > )*+e ti#e: 1.-

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2@) 8ow !an% !anage!ent fun tions were originall% proposed *% 8enri ,a%olE A) three: plan" organize" lead 5) four: plan organize" lead" ontrol 3) fi#e: plan" organize" o!!and" oordinate" ontrol &) ten: - interpersonal" - infor!ational" ( de isional Answer: 3 Explanation: 3) ,a%ol originall% proposed fi#e !anage!ent fun tions: plan" organize" o!!and" oordinate" and ontrol. Two of the fi#e" o!!and and oordinate" were later ondensed into a single fun tion" ?lead?=so leadership was learl% not one of ,a%ol's original fun tions. 6ater" 8enr% 0intz*erg proposed a different s he!e with the ten roles des ri*ed a*o#e. &iff: 1 Page Ref: > )*+e ti#e: 1.;:) Whi h of the following is onsidered 1)T to *e a part of the planning fun tion of a !anagerE A) defining goals 5) !oti#ating 3) !apping out strateg% &) !a/ing de isions Answer: 5 Explanation: 5) &efining goals and !apping out strateg% are *oth funda!ental parts of the planning fun tion. 0a/ing de isions is not expli itl% identified as *eing part of the planning fun tion" *ut it is learl% part of all !anagerial fun tions and so !ust *e ruled out as a orre t answer here. This lea#es !oti#ating whi h is a part of the leading fun tion rather than the planning fun tion. &iff: ' Page Ref: > )*+e ti#e: 1.;1) The ontrolling !anage!ent fun tion is largel% a !atter of GGGGGGGG. A) resol#ing onfli ts 5) deter!ining what needs to *e done 3) !onitoring to see that tas/s are a o!plished &) enfor ing rules for e!plo%ees Answer: 3 Explanation: 3) Resol#ing onfli ts falls under the ategor% of leading" while deter!ining what needs to *e done is an organizing tas/. A !inor part of ontrolling !a% in#ol#e enfor ing of e!plo%ee rules" *ut !onitoring represents a !u h *etter hoi e" as the !ain goal of ontrolling is to !a/e sure that tas/s are *eing a o!plished as planned. &iff: ' Page Ref: @ )*+e ti#e: 1.-

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;') )rganizing in ludes GGGGGGGG. A) defining organizational goals 5) resol#ing onfli ts 3) !oti#ating organizational !e!*ers &) deter!ining who does what tas/s Answer: & Explanation: &) The /e% part of the organizing fun tion re$uires the !anager to assign tas/s to different organization !e!*ers. ,or exa!ple" a *i % le ra ing tea!'s !anager will assign roles for ea h rider to o#er during a ra e. &efining goals is a planning fun tion" while resol#ing onfli ts and !oti#ating are *oth part of the leadership fun tion. &iff: ' Page Ref: @ )*+e ti#e: 1.;-) Resol#ing a onfli t would *e onsidered to fall under whi h !anagerial fun tionE A) ontrolling 5) planning 3) dire ting &) leading Answer: & Explanation: &) 3onfli t resolution is thought to fall under the leading fun tion. 3ontrolling is defined largel% as a !onitoring fun tion and does not in lude resol#ing onfli ts. Resol#ing onfli ts is also not a su*fun tion of planning. ,inall%" dire ting is not one of the four !a+or fun tions and is a tuall% part of leading itself. &iff: ' Page Ref: @ )*+e ti#e: 1.;() An i!portant part of the ontrolling fun tion is GGGGGGGG. A) e#aluating 5) stru turing 3) oordinating &) punishing Answer: A Explanation: A) )n e tas/s are assigned and wor/ is ongoing" a !anager !ust assess the perfor!an e of organization !e!*ers to see if the wor/ is *eing arried out su essfull%. 4tru turing and oordinating are su*fun tions of the organizing fun tion. .n extre!e ases" punish!ent !ight *e onsidered a part of ontrolling" *ut e#aluating is learl% a !u h !ore o!!on part of the ontrolling fun tion. &iff: ' Page Ref: @ )*+e ti#e: 1.-

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;2) GGGGGGGG de#eloped a ategorization s he!e for defining what !anagers do" onsisting of 1: different *ut highl% interrelated roles. A) 8enri ,a%ol 5) Ro*ert 6. Datz 3) 8enr% 0intz*erg &) 8enr% ,ord Answer: 3 Explanation: 3) 8enr% 0intz*erg's s he!e was de#eloped after areful o*ser#ations of !anagers in a tion and in ludes three interpersonal roles" three infor!ational roles" and four de isional roles for a !anager. ,a%ol de#eloped the fi#e Alater hanged to four) fun tions for a !anager. Datz fo used on !anagerial s/ills" not a ti#ities" while 8enr% ,ord was" of ourse" a fa!ed industrialist who did not ontri*ute to !anage!ent theor%. &iff: ' Page Ref: > )*+e ti#e: 1.;;) Ci#ing a spee h at an organization *an$uet would fall into whi h 0intz*erg ategor%E A) infor!ational 5) interpersonal 3) de isional &) entrepreneurial Answer: 5 Explanation: 5) 4pee h!a/ing sounds li/e it fits 0intz*erg's ?spo/esperson? ategor%" whi h is an infor!ational role. 8owe#er" a *an$uet spee h would *e li/el% to *e !ore inspirational than infor!ational" so it would *etter fit the interpersonal role of leader and figurehead. The de isional ategor% does not des ri*e the largel% so ial fun tion of !a/ing a spee h. The entrepreneurial role is a su* ategor% of the the de isional role" so it is in orre t here also. &iff: ' Page Ref: @71: AA345: 3o!!uni ation )*+e ti#e: 1.;<) 0intz*erg de#eloped his ten !anagerial roles *% GGGGGGGG. A) sending out $uestionnaires to thousands of !anagers 5) o*ser#ing hundreds of !anagers o#er se#eral %ears 3) losel% !onitoring the wor/ a ti#ities of fi#e hief exe uti#es &) using o!!on sense to anal%ze the situation Answer: 3 Explanation: 3) 0intz*erg's on lusions were not the result of o*ser#ing hundreds of !anagers or sending out thousands of $uestionnaires. .nstead" 0intz*erg de#eloped his roles after losel% o*ser#ing fi#e exe uti#es in a tion while the% were on the +o*. 0intz*erg undou*tedl% used o!!on sense to draw so!e of his on lusions" *ut o!!on sense was learl% not the pri!ar% !eans *% whi h he reated his ategories. &iff: ' Page Ref: @ )*+e ti#e: 1.-

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;>) Wh% is a negotiator a de isional role a ording to 0intz*ergE A) 1egotiation re$uires ta/ing a position and de iding how and when to o!pro!ise. 5) 1egotiation re$uires a !anager to *e a*le to deal with !one%. 3) The tas/ of negotiation is ta/en on onl% *% the de ision !a/ers who are alwa%s top !anagers. &) 1egotiation re$uires no interpersonal or infor!ational s/ill. Answer: A Explanation: A) 1egotiation does re$uire a great deal of interpersonal and infor!ational s/ill. 8owe#er" negotiation is pri!aril% a*out de ision !a/ing=how to o!e to a position and how and when to o!pro!ise that position. 1egotiations !a% deal with !one%" *ut are not ne essaril% finan ial in nature. 0iddle !anagers" top !anagers" and e#en first7line !anagers !a% *e re$uired to negotiate. &iff: Page Ref: @71: AA345: 3o!!uni ation )*+e ti#e: 1.;@) A phar!a euti al o!pan% !anager attending a !eeting of a ade!i s ientists would *e fun tioning in whi h roleE A) infor!ational 5) figurehead 3) liaison &) de isional Answer: 3 Explanation: 3) A liaison fun tions as a lin/ fro! one organization to another. .n this ase" the !anager would *e lin/ing her for7profit organization to an organization that !ight pro#ide it with #alua*le expertise or infor!ation. The other hoi es here are all so!ewhat #alid as the !anager would need to pro ure infor!ation" represent her o!pan%" and !a/e de isions. 8owe#er" the liaison role is a !u h *etter fit for this situation. &iff: ' Page Ref: @ AA345: 3o!!uni ation )*+e ti#e: 1.<:) A finan e !anager who reads the Wall Street Journal on a regular *asis would *e perfor!ing whi h roleE A) leader 5) !onitor 3) disse!inator &) liaison Answer: 5 Explanation: 5) )ne of the responsi*ilities of a finan e !anager would *e to /eep tra / or !onitor i!portant e#ents ta/ing pla e in the *usiness world. Reading the Wall Street Journal would *e a good wa% to do this. After reading" the !anager !ight disse!inate so!e of the infor!ation he learned" *ut this would *e se ondar% to the infor!ation !onitoring fun tion. A leader or liaison !a% indeed read a newspaper *ut onl% in the fun tion of *eing an infor!ation !onitor. &iff: ' Page Ref: @ AA345: Anal%ti 4/ills )*+e ti#e: 1.-

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<1) The e!phasis that !anagers gi#e to #arious a ti#ities is generall% *ased on their GGGGGGGG. A) organizational le#el 5) tenure with the organization 3) experien e in their field &) s/ill spe ialt% Answer: A Explanation: A) 4tudies show that all !anagers arr% out the four *asi fun tions of planning" organizing" leading" and ontrolling. 8owe#er" the proportion of ti!e the% spend on these a ti#ities usuall% orrelates with organizational le#el. Top !anagers" for exa!ple" tend to do !ore planning while first7line !anagers do !ore leading and super#ising. )rganizational tenure" experien e" and s/ill spe ialt% !a% ontri*ute onl% in !inor wa%s to how !anagers spend their ti!e. &iff: ' Page Ref: 1171' )*+e ti#e: 1.<') Whi h of the following pro#ed to *e a surprising result of 0intz*erg's dataE A) Exe uti#es were not effi ient. 5) 0anagers were deli*erate" refle ti#e thin/ers who !ethodi all% !apped out strategies. 3) 0anagers ould spend hours on a single a ti#it% during a t%pi al da%. &) 0anagers spent onl% a short period of ti!e on ea h a ti#it%. Answer: & Explanation: &) 0intz*erg's stud% exploded the idea that !anagers were areful deli*erators or that the% spent long periods of ti!e painsta/ingl% wor/ing out strategies. .nstead" 0intz*erg found that !anagers flitted $ui /l% fro! one issue to another lea#ing little ti!e for refle tion. 0intz*erg's stud% had little to sa% one wa% or another a*out how effi ient this !ode of a ti#it% was. &iff: ' Page Ref: @ AA345: Refle ti#e Thin/ing )*+e ti#e: 1.<-) The four !anagerial fun tions first des ri*ed *% ,a%ol are onsidered ? lassi al? *e ause GGGGGGGG. A) the% were de#ised a long ti!e ago 5) !ost sour es use the! to ategorize !anagers 3) the% date *a / to an ient Cree e and Ro!e &) the% are no longer popular toda% Answer: 5 Explanation: 5) ,a%ol's fun tions are onsidered to *e ? lassi al? *e ause of their usefulness and popularit%. 0ost texts and authorities on !anagerial !atters use the four fun tions *e ause the% are si!ple" elegant" and powerful in insight. 5eing onsidered ? lassi al? has nothing to do with when the ategories were de#ised. ?The% are no longer popular toda%? an also *e eli!inated sin e it is fa tuall% in orre t. &iff: ' Page Ref: 1: AA345: Refle ti#e Thin/ing )*+e ti#e: 1.-

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<() All of the following are exa!ples of infor!ational roles a ording to 0intz*erg EI3EPT GGGGGGGG. A) entrepreneur 5) !onitor 3) disse!inator &) spo/esperson Answer: A Explanation: A) The role of an entrepreneur in an organization is t%pi all% to identif% and pro ure new *usiness opportunities. .n 0intz*erg's s he!e an entrepreneur ta/es on a de isional role in de iding where to loo/ for opportunities and whi h ones to in#est in. The other three hoi es here!onitor" disse!inator" and spo/espersonare all infor!ational in nature. A !onitor /eeps tra / of infor!ation. A disse!inator and spo/esperson *oth distri*ute infor!ation. &iff: ' Page Ref: 1: AA345: 3o!!uni ation )*+e ti#e: 1.<2) Whi h of the following is 1)T an exa!ple of a de isional role a ording to 0intz*ergE A) spo/esperson 5) entrepreneur 3) distur*an e handler &) resour e allo ator Answer: A Explanation: A) 0intz*erg sees entrepreneur" distur*an e handler" and resour e allo ator as de isional roles. The entrepreneur !ust de ide whi h opportunit% to sele t. A distur*an e handler !ust stand in +udg!ent of indi#iduals in a onfli t. A resour e allo ator !ust de ide how to di#ide resour es. 0intz*erg sees a spo/esperson ha#ing a pri!ar% fun tion of o!!uni ating what has alread% *een de ided. &iff: ' Page Ref: 1: AA345: 3o!!uni ation )*+e ti#e: 1.<;) )ne !anagerial fun tion that is identi al in *oth ,a%ol's and 0intz*erg's s%ste!s is GGGGGGGG. A) leader 5) resour e allo ator 3) !onitor &) negotiator Answer: A Explanation: A) There is a great deal of o#erlap in the s he!es of ,a%ol and 0intz*erg" *ut onl% one ategor% is identi al in ea h s%ste!=that of leadership. The resour e allo ator role of 0intz*erg orresponds to the organizing ategor% of ,a%ol. 0intz*erg's !onitor ategor% is ta/en *% ,a%ol's ontrolling ategor%. ,inall%" 0intz*erg's negotiator role falls under ,a%ol's leading ategor%. &iff: ' Page Ref: >71: AA345: Refle ti#e Thin/ing )*+e ti#e: 1.-

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<<) The !anagerial role that hanges the least *etween !iddle and top !anagers is GGGGGGGG. A) planning 5) organizing 3) ontrolling &) leading Answer: 3 Explanation: 3) A ording to the studies su!!arized in the text" planning is the ategor% that in reases !ost" going fro! 1>J of a !anager's ti!e to '>J. This is followed *% organizing" whi h in reases fro! --J to -;J. 6eading" in fa t" de reases rather than in reases *% 1(J. The ategor% that in reases least is ontrolling" whi h goes fro! 1-J to 1(J. &iff: ' Page Ref: 1' AA345: Anal%ti 4/ills )*+e ti#e: 1.<>) 1on7profit organizations are different fro! for7profit organizations pri!aril% GGGGGGGG. A) in the wa% !a/e de isions 5) in the wa% the% !easure su ess 3) in the wa% the% !oti#ate e!plo%ees &) in how the% hire e!plo%ees Answer: 5 Explanation: 5) The *ig differen e *etween for7profit and non7profit organizations is the wa% the% ?/eep s ore? or !easure su ess. ,or7profit organizations usuall% loo/ at the ?*otto! line?=how !u h profit the% !a/e=as a wa% to !easure su ess. 1on7profits loo/ at !ore #aried !etri s: a s hool !a% loo/ at how well students testH a soup /it hen !a% loo/ at how !an% people the% help" and so on. The wa% organizations !a/e de isions" !oti#ate e!plo%ees" and hire e!plo%ees is #irtuall% the sa!e for *oth for7profit and non7profit organizations. &iff: ' Page Ref: 1' )*+e ti#e: 1.<@) The role of GGGGGGGG is !ore i!portant for !anagers of s!all organizations than for !anagers wor/ing in large orporations. A) disse!inator 5) spo/esperson 3) entrepreneur &) resour e allo ator Answer: 5 Explanation: 5) A !anager of a s!all organization !ust wear !ore than one hat at a ti!e. .n a s!all organization" a !anager !ust fre$uentl% ta/e on a role of spo/esperson" the e!*odi!ent of the organization to the outside world. 6ess i!portant for the s!all organization !anager is the role of offi ial disse!inator of infor!ation" as that fun tion is usuall% arried out in a !ore personal infor!al !anner in a s!all fir! than in a large fir!. 4!all fir! !anagers !ust ta/e on entrepreneurial duties" *ut not to the extent that their spo/esperson role ta/es. ,inall%" though resour e allo ator is a !a+or part of a !anager's +o* for a large fir!" it pla%s al!ost no part in the priorities of a !anager of a s!all fir!. &iff: ' Page Ref: 1' )*+e ti#e: 1.-

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>:) .n a s!all organization" whi h of the following is 1)T li/el% to *e trueE A) Planning is not li/el% to *e an or hestrated ritual. 5) Relationships are !ore li/el% to *e infor!al. 3) Wor/ers are li/el% to *e o*ser#ed *% o!puterized !onitoring s%ste!s. &) The design of the organization is li/el% to *e less stru tured and o!plex. Answer: 3 Explanation: 3) A s!all fir! is t%pi all% !ore flexi*le" less for!al" less stru tured" and less o!plex than a large fir!. Planning in a s!all fir! is li/el% to *e a freewheeling affair rather than follow a rigid proto ol. )ne thing %ou would not see in a s!all fir! would *e o!puterized !onitoring s%ste!s. .nstead" %ou would expe t !onitoring to *e done on a !ore personal *asis" with plent% of opportunit% for e!plo%ees to re tif% an% !ista/es the% !a/e. &iff: ' Page Ref: 1' AA345: Te hnolog% )*+e ti#e: 1.>1) Whi h of the following is 1)T a hara teristi of a s!all *usinessE A) ha#ing utting edge" inno#ati#e *usiness pra ti es 5) ha#ing a*out ':: e!plo%ees 3) is not a ?pla%er? with i!pa t within its industr% &) ha#ing a relati#el% s!all !ar/et share of its produ t Answer: A Explanation: A) A s!all *usiness as defined has 2:: or fewer e!plo%ees" a s!all i!pa t on its industr%" and a fairl% s!all !ar/et share of its produ t. What a s!all *usiness would not ha#e would *e inno#ati#e *usiness pra ti es. 5eing inno#ati#e gi#es a fir! the potential to ha#e a large i!pa t on its industr% and an ause a fir! to *e ategorized as large rather than s!all. &iff: ' Page Ref: 1' )*+e ti#e: 1.>') Wh% !ight a !anager for a non7profit organization see! as on erned with her organization's finan ial well7*eing as a for7profit !anagerE A) 1on7profit !anagers are e#aluated on finan ial perfor!an e onl%. 5) 1on7profit !anagers tr% to gi#e the illusion that the% are a*out the ?*otto! line.? 3) 0an% not7for7profit organizations ha#e tight *udgets and !ust *e #er% effi ient. &) 1on7profit organizations ha#e an o*ligation to turn a profit. Answer: 3 Explanation: 3) 0an% !anagers of non7profits ha#e tight *udgets" and though perfor!an e is ne#er e#aluated solel% on finan es" *udgetar% health is often riti all% i!portant in helping the organization a hie#e its goals. 5eing on erned a*out the ?*otto! line? is ne#er an illusion to these organizations. Though the% are not o*ligated to *e profita*le" the% are strongl% !oti#ated to use !one% effi ientl% to get the !ost ?*ang for their *u /?. &iff: ' Page Ref: 1' AA345: Anal%ti 4/ills )*+e ti#e: 1.-

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>-) Whi h of the following is 1)T onsidered a politi al s/ill for a !anagerE A) do!inant personalit% 5) networ/ing a*ilit% 3) so ial astuteness &) sin erit% Answer: A Explanation: A) Politi al s/ills in lude the a*ilit% to networ/" or onne t with others within the organization" de#elop so ial astuteness" or the a*ilit% to read and interpret *oth the #er*al and non7#er*al signals that people trans!it" and exhi*it sin erit%" a sense of genuineness and authenti it% that an indi#idual on#e%s. A do!inant personalit% is not onsidered a ne essar% politi al s/ill and in !an% ases !a% wor/ against rather than for an indi#idual in attaining politi al power. &iff: ' Page Ref: 11 )*+e ti#e: 1.>() 3o!pared to the !anager of a large organization" a s!all *usiness !anager is !ore li/el% to *e aAn) GGGGGGGG. A) spe ialist 5) figurehead 3) generalist &) infor!ation !onitor Answer: 3 Explanation: 3) The nature of a s!all *usiness re$uires its !anagers to *e generalists and ta/e on !ultiple roles that would *e assu!ed *% separate indi#iduals in larger fir!s. ,or exa!ple" the !anager of a *i/e shop !ight need to fun tion as a long7range planner" salesperson" spo/esperson" and tas/ super#isor all at the sa!e ti!e. This re$uire!ent of #ersatilit% would rule out *eing a spe ialist. Though a s!all fir! !anager !a% fun tion ex lusi#el% as a figurehead and infor!ation !onitor fro! ti!e to ti!e" a !ore a urate des ription of her +o* would *e as a generalist. &iff: 1 Page Ref: 1)*+e ti#e: 1.>2) Unli/e the !anager of a s!all *usiness" the !ost i!portant on erns of a !anager in a large organization are fo used GGGGGGGG. A) externall%" parti ularl% on entrepreneurial tas/s 5) internall%" parti ularl% on the allo ation of resour es 3) on setting goals &) on planning wa%s to i!pro#e organizational stru ture Answer: 5 Explanation: 5) Resour e allo ation is t%pi all% the !ost i!portant on ern for a !anager in a large organization. ,or exa!ple" goals and stru tural issues in a large ar o!pan% are li/el% to *e well wor/ed out" ausing the !anager to fo us on apportioning the organization's a!ple resour es wisel% with respe t to o!!it!ents of ti!e" funds" !anpower" and reati#e energ%. 3reation of new *usiness opportunities are !u h less li/el% to *e needed in a large fir! than in a s!all one=sin e the large fir! !a% ha#e entire depart!ents de#oted to that tas/. &iff: ' Page Ref: 1)*+e ti#e: 1.-

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>;) E#iden e that !anage!ent pra ti es are not uni#ersal o!e fro! studies of GGGGGGGG. A) non7profit and for7profit organizations 5) do!esti and foreign organizations 3) su essful and unsu essful organizations &) s!all and large organizations Answer: 5 Explanation: 5) 4tudies show a onsidera*le differen e in !anage!ent pra ti es *etween organizations *ased in so7 alled free !ar/et de!o ra ies and organizations lo ated in .ndia" 3hina" and other e!erging nations. Within the free !ar/et de!o ra ies" pra ti es a!ong for7 profit and non7profits" s!all and large fir!s do not see! to differ greatl%. &ifferen es *etween su essful and unsu essful organizations are to *e expe ted" with the ause of failure in unsu essful fir!s t%pi all% *eing a departure fro! sound !anage!ent pra ti es. &iff: ' Page Ref: 1AA345: &i#ersit% )*+e ti#e: 1.><) Whi h of the following would networ/ing *e !ost li/el% to help a !anager a o!plishE A) in reasing effi ien % 5) in reasing effe ti#eness 3) defining goals &) *uilding a power *ase Answer: & Explanation: &) 1etwor/ing" or *uilding so ial lin/s to others within and outside of an organization" is unli/el% to in rease effi ien % or effe ti#eness in an% signifi ant wa%. 5uilding relationships an help a !anager ad#an e within an organization" *ut relationships *% the!sel#es are not li/el% to help tas/s get a o!plished. 1etwor/ing per se would also *e unli/el% to i!pro#e goal definition" sin e lin/ing to others would not ne essaril% pro#ide insight into the goals that an organization needs. What networ/ing would *e li/el% to pro#ide is a politi al power *ase for the networ/er. This in turn would pro#ide support for ideas and progra!s that the networ/er wants to pro!ote and help her rise in the organization's hierar h%. &iff: ' Page Ref: 11 AA345: 3o!!uni ation )*+e ti#e: 1.>>) Al!ost all !anagerial tas/s in#ol#e GGGGGGGG. A) de ision !a/ing 5) te hni al s/ills 3) long7ter! planning &) super* politi al s/ills Answer: A Explanation: A) 4o!e !anagerial tas/s" su h as !oti#ating store e!plo%ees" re$uire little or no te hni al s/ill or long7ter! planning. E!plo%ee !oti#ation e!plo%s a !odi u! of politi al s/ill =e.g." to enlist people to %our ause=*ut a high7le#el politi al s/ill is generall% not re$uired. What an't *e a#oided at all le#els of !anage!ent is the ne essit% of !a/ing de isions. The !anager tr%ing to !oti#ate e!plo%ees" for exa!ple" !ust de ide on the appropriate ? arrots and sti /s? to get his people to perfor! su essfull%. &iff: ' Page Ref: 11 )*+e ti#e: 1.'2 3op%right 9 ':11 Pearson Edu ation" .n

>@) A ording to Datz" the four riti al !anagerial s/ills an *e lassified as GGGGGGGG. A) te hni al" politi al" on eptual" and e!piri al 5) interpersonal" politi al" e!piri al" and te hni al 3) te hni al" interpersonal" politi al" and ontrolling &) te hni al" politi al" interpersonal" and on eptual Answer: & Explanation: &) E!piri al s/ills are not a part of Datz's s he!e. 3ontrolling is a ,a%ol ategor% for !anagerial fun tion" not a Datz s/ill ategor%. &iff: 1 Page Ref: 1: )*+e ti#e: 1.@:) Understanding *uilding odes would *e onsidered aAn) GGGGGGGG s/ill for a *uilding ontra tor. A) interpersonal 5) te hni al 3) on eptual &) politi al Answer: 5 Explanation: 5) 5uilding odes ha#e little to do with understanding and relating to people" so interpersonal s/ills and politi al s/ills an *e ruled out for this $uestion. .nterpreting a *uilding ode would re$uire a ontra tor to anal%ze a o!plex situation" so it would entail a !easure of on eptual s/ill. 8owe#er" the diffi ult% of dealing with a *uilding ode is largel% a te hni al !atter of understanding and interpreting the ter!s and #arious highl% spe ialized on#entions of the ode itself. &iff: ' Page Ref: 1: )*+e ti#e: 1.@1) Under whi h ategor% would %ou lassif% s/ill in !oti#ating su*ordinatesE A) interpersonal s/ills 5) on eptual s/ills 3) te hni al s/ills &) politi al s/ills Answer: A Explanation: A) 3on eptual and te hni al s/ills are too a*stra t and i!personal to $ualif% as a lassifi ation for !oti#ational s/ill. 0oti#ating people an feature a onsidera*le a!ount of politi al s/ill. 8owe#er" !oti#ation is less a*out !anipulating a power *ase within an organization than it is in si!pl% relating well to other people" so interpersonal s/ills is the *est hoi e for this $uestion. &iff: 1 Page Ref: 1: AA345: 3o!!uni ation )*+e ti#e: 1.-

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@') &esigning a series of inter#iew $uestions to pro#ide infor!ation a*out possi*le usto!ers for a o!pan% would pri!aril% re$uire GGGGGGGG. A) te hni al s/ills 5) interpersonal s/ills 3) on eptual s/ills &) politi al s/ills Answer: 3 Explanation: 3) &esigning inter#iew $uestions would ertainl% re$uire so!e degree of *oth interpersonal and politi al s/ills. 8owe#er" the !ain hallenge of the pro*le! is to thin/ through the o!plex situation of who would !a/e a li/el% usto!er for a produ t. Therefore" on eptual s/ills would *e of the highest priorit% for this tas/. The tas/ would re$uire little" if an%" te hni al s/ills as writing the $uestions ould *e easil% a o!plished with a si!ple word7pro essing progra! or pen il and paper. &iff: ' Page Ref: 1: AA345: 3o!!uni ation )*+e ti#e: 1.@-) Te hni al s/ills !ight in lude GGGGGGGG. A) ex ellent #er*al s/ills 5) profi ien % in o!puter progra!!ing 3) ex eptional writing a*ilit% &) de ision7!a/ing a*ilit% Answer: 5 Explanation: 5) Te hni al s/ills t%pi all% in#ol#e the !aster% of so!e /ind of spe ialized te hnolog% or te hni$ue that is helpful for a +o*. Ker* s/ills and writing a*ilit% are too general to $ualif% as ?te hni al.? &e ision7!a/ing a*ilit% does not in#ol#e a spe ial te hnolog% or te hni$ue. 3o!puter progra!!ing" though !ore o!!on toda% than it was in pre#ious de ades" *est $ualifies as a te hni al s/ill. &iff: ' Page Ref: 1: AA345: Te hnolog% )*+e ti#e: 1.@() Cood politi al s/ills would *e !ost i!portant to a !anager who GGGGGGGG. A) see/s +o* se urit% 5) see/s fair o!pensation for his le#el 3) wants to rise through organizational ran/s &) wants to lighten his wor/ load Answer: 3 Explanation: 3) Those who see/ +o* se urit%" fair pa%" or a lighter wor/ load do not need a networ/ of allies within an organization to a o!plish their goals. 4o the% are !u h less in need of politi al s/ills than a !anager who is a!*itious and wants to rise through the o!pan% ran/s. The a!*itious !anager needs supporters" and an onl% a $uire the! *% e!plo%ing his politi al s/ills. &iff: ' Page Ref: 11 )*+e ti#e: 1.-

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@2) Whi h set of s/ills would %ou expe t the President of the United 4tates to *e least in need ofE A) interpersonal 5) politi al 3) on eptual &) te hni al Answer: & Explanation: &) A president undou*tedl% needs all four s/ills" *ut not in e$ual $uantities. Politi al s/ills are o*#iousl% re$uired for a politi ian to get ele ted and !o*ilize allian es on e ele ted. .nterpersonal s/ills would *e riti al to persuading people to support one's point of #iew. 3on eptual s/ills would *e re$uired for anal%zing diffi ult situations and na#igating through dangerous politi al waters. .f an% s/ill would *e less needed" it would *e te hni al" as te hni al !atters for a president would li/el% *e o#ered *% su*ordinates. &iff: ' Page Ref: 1: AA345: Refle ti#e Thin/ing )*+e ti#e: 1.@;) What was the pri!ar% ause of de!ise for su h o!panies as W.T. Crant" &a#e L 5arr%'s" and 3ir uit 3it%E A) poor !anage!ent 5) diffi ult e ono!i onditions 3) orruption &) go#ern!ental regulation Answer: A Explanation: A) &iffi ult e ono!i onditions !a% ha#e ontri*uted to the failure of the o!panies listed" *ut !an% of their o!petitors fa ed the sa!e hallenge and did not go *an/rupt. There is no e#iden e that orruption had undue influen e on an% of these failed enterprises. Regulation was also not a li/el% ause of their pro*le!s sin e again" o!petitors so!ehow !anaged to sur#i#e and e#en flourish under the sa!e or si!ilar ir u!stan es. This lea#es poor !anage!ent as the pri!ar% ause of the failure of ea h o!pan%. &iff: ' Page Ref: 1( )*+e ti#e: 1.(

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@<) Who stands to *enefit least fro! stud%ing !anage!entE A) a pro foot*all oa h 5) a pro foot*all fan 3) a pro foot*all owner &) a pro foot*all pla%er Answer: 5 Explanation: 5) Pro*a*l% all four indi#iduals an *enefit fro! the stud% of !anage!ent. The oa h" as a !anager of pla%ers" an pro*a*l% *enefit the !ost fro! learning effe ti#e !anage!ent te hni$ues. The owner si!ilarl% fun tions as a top exe uti#e of an organization Athe tea!) and an easil% o*tain *enefit in *etter !anage!ent. An indi#idual pla%er is not a !anager per se" %et to gain insight into the *eha#ior and priorities of *oth his oa h and his fellow pla%ers" the pla%er stands to gain fro! stud%ing !anage!ent. .t is the fan" whose purpose is si!pl% to en+o% the ga!e" who has the least to gain fro! learning a*out !anage!ent. Understanding how the ga!e is organized and !anaged is not li/el% to in rease a fan's pleasure in wat hing the ga!e. &iff: Page Ref: 1( AA345: Refle ti#e Thin/ing )*+e ti#e: 1.( @>) We all ha#e a #ested interest in understanding the wa% organizations are !anaged *e ause GGGGGGGG. A) we all stand to gain finan iall% fro! organizational profits 5) we intera t with organizations e#er% da% of our li#es 3) we all depend on organizations for e!plo%!ent &) organizations di tate e#er% fa et of our li#es Answer: 5 Explanation: 5) 0an% indi#iduals do not gain finan iall% fro! organizations for e!plo%!ent or in o!e. ,or exa!ple" a o!puter repair person !a% wor/ o!pletel% independentl% and gain little or nothing dire tl% fro! organizations. )rganizations ha#e great influen e o#er people's li#es" *ut it is an o#erstate!ent to lai! that the% ?di tate? all fa ets of our li#es. )rganizations !a% not deter!ine e#er%thing in our li#es" *ut understanding su h i!portant entities an *e #er% helpful. &iff: ' Page Ref: 1( AA345: Refle ti#e Thin/ing )*+e ti#e: 1.(

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@@) 3o!panies that are well !anaged an prosper during diffi ult e ono!i ti!es *% depending on GGGGGGGG. A) go#ern!ent *ailouts 5) filing for *an/rupt % 3) raising pri es &) a lo%al usto!er *ase Answer: & Explanation: &) Well !anaged o!panies" *arring atastrophi and undeser#ed !isfortune" should ne#er need to depend on go#ern!ent *ailouts or *an/rupt % to sur#i#e=let alone prosper. Raising pri es is also not a wise strateg% for *ra#ing hard e ono!i ti!es" as !ore expensi#e produ ts ould ser#e to de rease rather than in rease re#enue. The *est strateg% for sur#i#ing ad#ersit% is ha#ing a lo%al usto!er *ase. Although re#enues !a% de rease" ha#ing faithful usto!ers an usuall% get a o!pan% through a downturn. &iff: ' Page Ref: 1( )*+e ti#e: 1.( 1::) Whi h of the following is 1)T a philosophi al topi rele#ant to the stud% of !anage!entE A) the Protestant ethi 5) the !ar/et ethi 3) the de!o rati ethi &) the li*ert% ethi Answer: 3 Explanation: 3) The Protestant ethi prea hes hard wor/ and frugalit%" two $ualities that are i!portant to !anagers. The !ar/et ethi is a philosophi al pillar of our e ono!i s%ste!" prea hing o!petition and free !ar/ets=ideas that are #alua*le for all !anagers. The li*ert% ethi is !ore funda!ental than either of the other ethi s listed here" pro!oting ideas of +usti e" freedo!" and e$ualit% that !anagers would *e wise to in lude in their ore set of #alues. The de!o rati ethi is not a prin iple that was defined or listed in the text and so it onstitutes the onl% hoi e here that was not expli itl% na!ed to *e a *enefit for !anagers to stud%. &iff: ' Page Ref: 12 AA345: Ethi al Understanding and Reasoning A*ilities )*+e ti#e: 1.( 1:1) The stud% of GGGGGGGG helps !anagers gain insight into hu!an *eha#ior and what !oti#ates people to do what the% do. A) ps% holog% 5) so iolog% 3) philosoph% &) e ono!i s Answer: A Explanation: A) While so iolog%" philosoph%" and e ono!i s all pro#ide insight into hu!an *eha#ior" ps% holog% is the onl% hoi e a!ong the four a ade!i dis iplines that spe ifi all% fo uses on !oti#ation. 4o iolog% fo uses on so ial *eha#iorH e ono!i s on *eha#ior with respe t to resour esH philosoph% on how people interpret the !eaning of their world. )nl% ps% holog% deals with the auses that underlie *eha#ior" so it is the orre t hoi e. &iff: ' Page Ref: 12 )*+e ti#e: 1.(

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1:') A !anager interested in how hanging de!ographi s an affe t !ar/ets ould *enefit fro! topi s taught in aAn) GGGGGGGG ourse. A) ps% holog% 5) so iolog% 3) e ono!i s &) anthropolog% Answer: 5 Explanation: 5) As de!ographi s hange and different groups hange in size and s ope in relation to one another" /nowledge of how groups intera t an help a !anager understand the present and !a/e predi tions a*out the future. 4o iolog% is the stud% of the intera tion *etween groups=*ased on su h su h de!ographi ategories as age" ethni it%" e ono!i status" and so on" so it would *e the *est hoi e here. Ps% holog%" e ono!i s" and anthropolog%" in ontrast" do not fo us as dire tl% on group intera tions as so iolog% and so would not *e as helpful. &iff: ' Page Ref: 12 )*+e ti#e: 1.( 1:-) A o!!on thread that runs through hanges that all !anagers fa e in toda%'s world is the need to rel% on GGGGGGGG to identif% wa%s to in rease produ ti#it%. A) all !e!*ers of an organization 5) experts who spe ialize in produ ti#it% 3) top !anagers onl% &) onsultants who spe ialize in effi ien % Answer: A Explanation: A) Produ ti#it% experts and onsultants an pro#ide onl% so !u h insight into the wor/ings of an organization fro! the outside. To get true produ ti#it% in reases" !anagers are loo/ing to those on the inside to pro#ide i!pro#e!ents. .n toda%'s world" all !e!*ers of the organization" not +ust the higher7ups" pro#ide ideas for sa#ing !one% and in reasing effi ien %. &iff: Page Ref: 1;71< AA345: Anal%ti 4/ills )*+e ti#e: 1.2 1:() Whi h of the following is a fa tor in toda%'s tough e ono!i li!ate that !anagers do 1)T need to deal withE A) hanging te hnolog% 5) e ono!i un ertaint% 3) e!plo%ees who are not eager to wor/ &) distrust *etween !anagers and e!plo%ees Answer: 3 Explanation: 3) 3hanging te hnologies an threaten entire industries" su h as the newspaper *usiness" !a/ing de isions ex essi#el% diffi ult for !anagers. Un ertaint% and erosion of trust an also reate a li!ate in whi h !anagers find it diffi ult to operate. ,inding eager wor/ers" on the other hand" is not a pro*le! that !anagers generall% fa e. .n tough e ono!i ti!es there is generall% a surfeit of a*le and read% e!plo%ees" not a s ar it%. &iff: 1 Page Ref: 1; )*+e ti#e: 1.2

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1:2) The de ision of the Seattle Post Intelligencer newspaper to go ?all7digital? resulted in GGGGGGGG. A) !anagers needing to hire new e!plo%ees 5) !anagers needing to drasti all% redu e their wor/for e 3) no wor/for e hanges" *ut hanges in the pri e of the paper &) #er% few hanges in the wa% the paper did *usiness Answer: 5 Explanation: 5) The digital #ersion of the newspaper resulted in a wor/for e redu tion fro! 1;2 e!plo%ees to a*out ': e!plo%ees. )*#iousl%" no new e!plo%ees were needed" and there were large hanges in the wor/for e and the wa% the paper did *usiness. &iff: ' Page Ref: 1; AA345: Te hnolog% )*+e ti#e: 1.2 1:;) 8ow do usto!ers pla% a role in hanging the +o* of the !odern !anagerE A) 0anagers are learning to thin/ of usto!ers as ad#ersaries in a *attle of sur#i#al. 5) 0anagers are in#iting usto!ers to ta/e ontrol of the planning and design of new produ ts. 3) 0anagers are in reasingl% de7e!phasizing usto!er satisfa tion as a !a+or goal. &) 0anagers are in reasingl% in luding usto!er satisfa tion as a !a+or goal. Answer: & Explanation: &) 0anagers are *eginning to see the i!portan e of usto!er satisfa tion as a !easure of organizational su ess. Rather than si!pl% loo/ at short7ter! profit" !anagers in reasingl% are fo using on the long7ter! goal of *uilding a *ase of satisfied usto!ers who will re!ain lo%al. A ordingl%" rather than de7e!phasize the usto!er" see the usto!er as an ene!%" or ?partner"? !anagers are in reasingl% #iewing usto!ers as a data*ase that pro#ides !eaningful feed*a / on the true #alue of their produ t. &iff: ' Page Ref: 1; AA345: 3o!!uni ation )*+e ti#e: 1.2 1:<) The 3E) of 3is o 4%ste!s li/es to GGGGGGGG. A) read e!ails fro! satisfied usto!ers 5) listen to #oi e !ails fro! satisfied usto!ers 3) listen to #oi e !ails fro! dissatisfied usto!ers &) argue with dissatisfied usto!ers and tr% to on#in e the! that the% are wrong Answer: 3 Explanation: 3) The 3E) of 3is o 4%ste!s li/es to hear the e!otion and frustration in a usto!er's #oi e when lodging a o!plaint. That is wh% he listens to #oi e !ails to get insight into how the o!pan% is perfor!ing. Reading e!ails" he lai!s" does not pro#ide the depth of feeling that #oi e !ails pro#ide. Arguing !ight *e so!ething that the 3E) is te!pted to do" *ut hasn't reported doing so far. &iff: ' Page Ref: 1; AA345: 3o!!uni ation )*+e ti#e: 1.2

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1:>) What does a o!pan%'s pro!pt" ourteous" and helpful answering of a telephone with a hu!an operator signal to the usto!er who is allingE A) The o!pan% has high pri es. 5) The o!pan% is wasting resour es on telephone operators. 3) The o!pan% is responsi#e to the usto!er's needs. &) The o!pan% has low pri es. Answer: 3 Explanation: 3) .n toda%'s o!petiti#e *usiness en#iron!ent" high7$ualit% usto!er ser#i e sends a signal that the o!pan% is willing to do whate#er is ne essar% to please the usto!er= in luding hiring ostl% hu!an operators to field phone alls. The other possi*le signalsthat the o!pan% has high pri es" low pri es" or is wastefulare #er% unli/el%. ,or !ost produ ts" pri ing would *e !ini!all% affe ted *% the presen e of hu!an operators. 4in e usto!er ser#i e is now re ognized as *eing highl% i!portant" it is unli/el% that usto!ers would #iew high7$ualit% usto!er ser#i e as wasteful. &iff: ' Page Ref: 1;71< AA345: 3o!!uni ation )*+e ti#e: 1.2 1:@) Wh% is inno#ation a /e% o!ponent of a !anager's +o* in toda%'s *usiness en#iron!entE A) .nno#ation /eeps e!plo%ees on their toes. 5) .nno#ation gi#es o!panies a ?fresh? i!age without hanging !u h real su*stan e. 3) 1ew approa hes are alwa%s superior to old approa hes. &) .nno#ation gi#es an organization an edge o#er its o!petition. Answer: & Explanation: &) A !anager should alwa%s *e on the loo/7out for finding wa%s to i!pro#e her produ t and *e o!e !ore effi ient. .nno#ation=finding new wa%s to do things=is a wa% to a hie#e these i!pro#e!ents. 0an% !anagers now feel that if the% don't inno#ate the% ris/ *e o!ing un o!petiti#e. 4o the% en ourage inno#ation to !aintain an edge o#er o!petitors. The ?fresh? i!age of inno#ation is not a su*stanti#e enough *enefit to !erit adoption of a new pra ti e. Though inno#ation !a% /eep wor/ers ?on their toes? it is too disrupti#e to i!ple!ent for that purpose onl%. ,inall%" sin e onl% a s!all fra tion of new approa hes an *e said to *e i!pro#e!ents o#er ti!e7tested pra ti es" !ost new approa hes do not $ualif% as i!pro#e!ents o#er old approa hes. &iff: ' Page Ref: 1< )*+e ti#e: 1.2

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11:) Whi h of the following did a poll find to *e the !ost i!portant #aria*le in e!plo%ee produ ti#it%E A) pa% le#el 5) $ualit% of the e!plo%ee7super#isor relationship 3) $ualit% of the wor/pla e en#iron!ent &) the *enefits that e!plo%ees en+o%ed Answer: 5 Explanation: 5) The nu!*er one !ost i!portant #aria*le in !axi!izing produ ti#it% was found to *e the relationship *etween e!plo%ees and their super#ising !anagers. This finding is a strong indi ation that good !anage!ent reall% !atters. E!plo%ees who respe t and hold a high opinion of their super#isors wor/ harder and !ore effi ientl% than those with less fa#ora*le relationships. &iff: ' Page Ref: 1< )*+e ti#e: 1.2 111) 8a#ing 5est 5u% e!plo%ees arr% out a olle ti#e store losing alled a ?tea! lose? has GGGGGGGG. A) i!pro#ed attitudes and o!!it!ent of e!plo%ees 5) i!pro#ed effi ien % of e!plo%ees 3) de reased the nu!*er of si /7da%s that e!plo%ees ta/e &) in reased usto!ers in stores Answer: A Explanation: A) A olle ti#e ?tea! lose? has pro#ided %oung e!plo%ees with a strong sense of identifi ation with their e!plo%er. The% now feel that the% are trul% a part of the o!pan%" and that sense of *elonging has i!pro#ed e!plo%ee attitudes. Though it would see! plausi*le that i!pro#ed attitudes would foster greater effi ien % and fewer si /7da%s ta/en" there is no e#iden e to support these hoi es. Though *etter e!plo%ee attitudes ould on ei#a*l% draw usto!ers to the store" again there is no e#iden e to support this hoi e. &iff: ' Page Ref: 1< )*+e ti#e: 1.2 11') Whi h of the following inno#ations did Mappos e!plo% to gain a leadership position in the online shoe *usinessE A) great sele tion of all t%pes of shoes 5) free shipping 3) a all enter &) free two7wa% shipping Answer: & Explanation: &) The /e% inno#ation for Mappos was not great sele tion" free shipping" or a all enter. Those features were attra ti#e *ut the% did not $ualif% as inno#ations sin e the% were also offered *% other online *usinesses. Mappos' *rea/through was to offer two7wa% free shipping. This allowed usto!ers to feel onfident that if their shoes didn't suit all of their needs perfe tl% the% ould send the! *a / without suffering an% ad#erse onse$uen es. &iff: ' Page Ref: 1< )*+e ti#e: 1.2

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11-) Mappos offers N'::: to new usto!er ser#i e reps who o!plete training and hoose to lea#e the o!pan%. What purpose does this offer ser#eE A) .t en ourages new e!plo%ees to $uit. 5) .t shows prospe ti#e e!plo%ees that Mappos is onfident that the% will want to sta%. 3) .t shows prospe ti#e e!plo%ees that Mappos has ?!one% to *urn.? &) .t shows usto!ers that Mappos is *etter than an% ?old7s hool? shoe store. Answer: 5 Explanation: 5) Mappos' offer would appear to en ourage e!plo%ees to ?ta/e the !one% and run.? 8owe#er" the *oldness of the offer a tuall% a o!plishes the opposite. Prospe ti#e e!plo%ees *e o!e intrigued *% a fir! that would *e so onfident of its dire tion and #alues that it would ris/ !a/ing what appears to *e a foolhard% offer. The% end up signing up" feeling onfident that the% are in a ?win7win? situation. The offer !a% gi#e the illusion that Mappos is areless with its funds" *ut learning a*out the o!pan% ulture $ui /l% disa*uses prospe ti#e e!plo%ees of this notion. ,inall%" offering N'::: does not suppl% a reason for wh% Mappos is *etter than a on#entional shoe store. &iff: ' Page Ref: 1< )*+e ti#e: 1.2 The Perfe t 0anager A4 enario) 5renda Draft has pro#en herself to *e an a*le !anager. 8er se tion has a high pro+e t o!pletion rate with the highest7$ualit% produ t and the lowest defe ts in her di#ision. .n addition" she a o!plishes this with fewer full7ti!e people than other !anagers. 3o7wor/ers sa% that the se ret of her su ess is in her a*ilit% to delegate responsi*ilit% and her understanding of the *asi ?!anage!ent pro esses.? 11() 5renda's high pro+e t o!pletion rate indi ates that she is GGGGGGGG. A) an effi ient !anager 5) an effe ti#e !anager 3) a good spo/esperson &) a good resour e allo ator Answer: 5 Explanation: 5) 3o!pleting a high nu!*er of pro+e ts is a o!plishing a goal. Coal7 a o!plish!ent is a !easure of the effe ti#eness of a !anager. An effi ient !anager is in orre t *e ause o!pleting pro+e ts sa%s nothing a*out how effi ient 5renda is. .n a si!ilar wa%" a good spo/esperson and a good resour e allo ator are not orre t as there is no indi ation in the paragraph of 5renda's s/ill as an infor!ation pro#ider Aspo/esperson) or de ision7!a/er Aresour e allo ator). &iff: ' Page Ref: ; )*+e ti#e: 1.1

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112) .f 5renda a o!plished her pro+e ts on ti!e with high7$ualit% results" *ut she too/ !ore ti!e than other !anagers in the pro ess" %ou ould sa% that as a !anager she was GGGGGGGG. A) effi ient" *ut not effe ti#e 5) a leader" *ut not a top !anager 3) pro+e t oriented" *ut not effe ti#e &) effe ti#e" *ut not effi ient Answer: & Explanation: &) A o!plishing goals !a/es 5renda effe ti#e. Ta/ing too !u h ti!e !a/es 5renda ineffi ient. These two $ualities=high $ualit% results oupled with longer than nor!al deli#er% ti!essa% nothing a*out 5renda's a*ilit% to *e a leader. &iff: ' Page Ref: ; AA345: Anal%ti 4/ills )*+e ti#e: 1.1 11;) 5renda's a*ilit% to delegate responsi*ilit% well is e#iden e that she ex els at whi h !anage!ent fun tionE A) planning 5) ontrolling 3) leading &) organizing Answer: & Explanation: &) &elegating responsi*ilit% falls under the ategor% of organizing. Cood organizers ex el at deter!ining the right +o* for the right person. Planning !a% in lude a !inor ele!ent of delegating" as a planner !ust !ap out future tas/s. 6eading in ludes an ele!ent of dire ting" whi h also in#ol#es delegating. 8owe#er" neither planning nor leading is as dire tl% in#ol#ed in delegating as organizing is. ,inall%" ontrolling" largel% a !onitoring a ti#it%" has little to do with delegating. &iff: ' Page Ref: > AA345: Anal%ti 4/ills )*+e ti#e: 1.'

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Ooe the 0anager A4 enario) As a produ tion super#isor" Ooe deter!ines the nu!*er of output units his depart!ent will produ e ea h wee/. )n 0onda%" he infor!s his tea! that the s hedule is going to *e diffi ult this wee/ due to the in reased nu!*er of output units. 8e goes on to tell the! that he is onfident that the% an fulfill the s hedule *e ause the% are tough" talented" and ?when the going gets tough" the% are the ones who get going.? Ea h da% during the wee/" Ooe he /s the a!ount of output that the e!plo%ees ha#e o!pleted and the nu!*er of units that ha#e *een re+e ted. 11<) When Ooe de ides the nu!*er of output units his tea! will *e a*le to produ e this wee/" whi h of the !anage!ent pro esses is he perfor!ingE A) ontrolling 5) leading 3) planning &) organizing Answer: 3 Explanation: 3) Planning in#ol#es foreseeing the future and !a/ing a o!!odations to deal with what is li/el% to o ur. Ooe is perfor!ing *oth of these fun tions" so he is planning. 1one of the other hoi es in#ol#e spe ifi all% preparing for future o urren es" so planning is the onl% ategor% that fits here. &iff: ' Page Ref: >7@ )*+e ti#e: 1.' 11>) When Ooe he /s the a!ount of output units that the tea! has o!pleted and the nu!*er of units that ha#e *een re+e ted" he is perfor!ing whi h of the !anage!ent pro essesE A) ontrolling 5) leading 3) planning &) organizing Answer: A Explanation: A) 3ontrolling in#ol#es !onitoring ongoing tas/s and e#aluating the! to see if the% are pro eeding as planned. 4in e Ooe is *oth !onitoring and e#aluating" the fun tion he is perfor!ing is ontrolling. 1either leading" planning" nor organizing has an expli it !onitoring o!ponent" so ontrolling is the onl% fun tion that fits here. &iff: ' Page Ref: >7@ )*+e ti#e: 1.-

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11@) When Ooe tells the e!plo%ees that he is sure the% an fulfill the s hedule *e ause the% are the ones ?who get going when the going is tough"? he is perfor!ing whi h of the !anage!ent pro essesE A) ontrolling 5) leading 3) planning &) organizing Answer: 5 Explanation: 5) 6eading in#ol#es !oti#ating e!plo%ees and getting the! to the point where the% ta/e ?ownership? of their tas/ and are internall% dri#en to do a good +o*. 4in e Ooe is appealing to these i!pulses" he is de!onstrating leadership. 6eading is the onl% fun tion that spe ifi all% in#ol#es !oti#ating wor/ers" so it is the onl% hoi e that fits for this $uestion. 0oti#ation is not a riti al o!ponent of ontrolling" planning" or organizing. &iff: ' Page Ref: >7@ )*+e ti#e: 1.The 5us% &a% A4 enario) &on 4a/agu hi" !anager at 3ontrol 4%ste!s" .n ." sighs as he sips his offee at 2 A.0. and reads his agenda for the da%. &on's first dut% is to preside o#er a retire!ent part% for a *elo#ed e!plo%ee and sa% a few words on her *ehalf. 1ext" he will gi#e a tour to a news reporter who is writing a stor% on the new plant expansion. &on then has a !eeting with the unit !anager" Phil Oohnson" to dis uss Phil's re ent perfor!an e drop Aa tas/ &on alwa%s hates). ,inall%" in the late afternoon" &on will *e re#iewing the re ent e$uip!ent !alfun tion and de iding whether to deplo% extra people to get the e$uip!ent running as soon as possi*le. What a da%P 1':) What role will &on *e perfor!ing when he gi#es the plant tour to the newspaper reporterE A) !onitor 5) entrepreneur 3) spo/esperson &) resour e allo ator Answer: 3 Explanation: 3) Ci#ing a tour to a newspaper reporter is an infor!ational role. &on will *e show asing the features of the new plant expansion. This role of spea/ing for the o!pan% fits that of a spo/esperson. Ci#ing a tour is not a wa% of pro uring new *usiness opportunities" so it is not an entrepreneurial role. &on is not he /ing on ongoing tas/s" so he is not fun tioning as a !onitor. ,inall%" &on is spea/ing rather than !a/ing de isions" so he is not fun tioning in the role of resour e allo ator. &iff: ' Page Ref: >71: )*+e ti#e: 1.-

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1'1) When &on attends the retire!ent part%" he will *e operating in whi h of the !anage!ent rolesE A) leader 5) liaison 3) !onitor &) figurehead Answer: & Explanation: &) &on's appearan e at the part% is largel% a ere!onial role=he is representing the organization during an i!portant e#ent=so he is perfor!ing the role of a figurehead. &on is not spe ifi all% pro#iding !oti#ation for e!plo%ees" so he is not fun tioning as a leader. 8e is not lin/ing to the outside world" so his role does not fit that of a liaison. ,inall%" he is not e#aluating or /eeping tra / of tas/s" so he is not fun tioning in the role of a !onitor. &iff: Page Ref: >71: AA345: Anal%ti 4/ills )*+e ti#e: 1.1'') When &on !eets with Phil to dis uss Phil's output de line" in whi h !anage!ent role will &on *e operatingE A) leader 5) figurehead 3) disse!inator &) spo/esperson Answer: A Explanation: A) A person who resol#es onfli ts and ?fixes? tri /% situations that in#ol#e people is *eing a leader. &on's a*ilit% to point out Phil's failings while at the sa!e ti!e exhorting Phil to do *etter in the future is e#iden e of &on's leadership talent. 4in e *oth disse!inator and spo/esperson fo us on infor!ational rather than !oti#ational issues" neither !at hes &on's role in this tas/. 5eing a figurehead is an interpersonal role" *ut it does not in#ol#e ironing out interpersonal pro*le!s" so it is not the orre t hoi e here. &iff: Page Ref: >71: AA345: Anal%ti 4/ills )*+e ti#e: 1.1'-) What /ind of a !anager is &on li/el% to *eE A) first7line !anager 5) 3E) of a !a+or orporation 3) low7le#el !iddle !anager &) plant !anager Answer: & Explanation: &) &on's appearan e at the part% and role as host to the reporter suggest that he is learl% a*o#e the le#el of first7line !anager and low7le#el !iddle !anager. &on is too in#ol#ed with e#er%da% a ti#ities APhil's pro*le! and e$uip!ent !alfun tion) to *e a top 3E). All of this e#iden e suggests that &on is a fairl% high7le#el !iddle !anager=a plant !anager. &iff: Page Ref: >7@ AA345: Anal%ti 4/ills )*+e ti#e: 1.-

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1'() When &on re#iews the e$uip!ent !alfun tion" what !anage!ent role will he pla% in de iding whether to *ring in extra peopleE A) !onitor 5) disse!inator 3) resour e allo ator &) distur*an e handler Answer: 3 Explanation: 3) The de ision of whether or not to *ring in !ore wor/ers is a !atter of resour e allo ation=the resour es *eing wor/ers and the allo ation referring to how &on hooses to distri*ute the people he has on #arious tas/s. The !alfun tion itself ould *e lassified as a distur*an e and &on's assess!ent of it a for! of !onitoring. 8owe#er" the /e% here is &on's de ision to deplo% extra people and that again is a !atter of resour e allo ation. &iff: ' Page Ref: >71: AA345: Anal%ti 4/ills )*+e ti#e: 1.The Ceneral 0anager A4 enario) 0i helle is the general !anager of a power plant. This !orning she will !eet with it% offi ials to dis uss en#iron!ental issues. After the !eeting" she will onfer with the plant's se tion !anagers to address the on erns of the it% representati#es. This afternoon 0i helle will !eet with a tea! leader to go o#er a o!plaint filed *% an e!plo%ee. After the o!plaint !eeting" 0i helle plans to spend ti!e in the li*rar% and on the .nternet resear hing new te hnologies that an *e used to i!pro#e the perfor!an e of her plant. 1'2) When 0i helle learns fro! it% offi ials a*out how her plant's operations !a% *e affe ting the en#iron!ent" she is perfor!ing whi h !anage!ent roleE A) leader 5) resour e allo ator 3) entrepreneur &) liaison Answer: & Explanation: &) .n !eeting with offi ials outside of the organization" 0i helle is pro#iding a lin/ to the outside world" or fun tioning as a liaison. )f the other hoi es gi#en" leader and resour e allo ator do not in#ol#e o!!uni ation with the outside world. An entrepreneur !a% onne t with the outside world" *ut 0i helle is not fun tioning as an entrepreneur *e ause she is not loo/ing for *usiness opportunities. 4o liaison is the onl% hoi e that !a/es sense here. &iff: Page Ref: >71: AA345: Anal%ti 4/ills )*+e ti#e: 1.-

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1';) When 0i helle addresses a o!plaint filed *% an e!plo%ee" she is perfor!ing whi h !anage!ent roleE A) resour e allo ator 5) distur*an e handler 3) liaison &) figurehead Answer: 5 Explanation: 5) A o!plaint is learl% a t%pe of distur*an e" so in addressing an e!plo%ee's o!plaint 0i helle is fun tioning as a distur*an e handler. 1one of the other roles" resour e allo ator" liaison" or figurehead in#ol#e addressing pro*le!s dire tl% or ?fixing? situations" so the orre t hoi e here is distur*an e handler. &iff: ' Page Ref: >71: AA345: Anal%ti 4/ills )*+e ti#e: 1.1'<) When 0i helle !eets with the se tion !anagers to *rief the! on the on erns of the it% offi ials" whi h !anage!ent role is she perfor!ingE A) disse!inator 5) liaison 3) distur*an e handler &) negotiator Answer: A Explanation: A) 0i helle's !eeting with the se tion !anagers is one in whi h she is dispensing infor!ation or fun tioning as a disse!inator. 0i helle is onne ting with others here" *ut she is not a liaison *e ause she is onne ting within the organization" not outside of it. 0i helle is neither addressing a pro*le! nor !ediating *etween parties so she is not fun tioning in the role of distur*an e handler or negotiator. &iff: ' Page Ref: 1: AA345: Anal%ti 4/ills )*+e ti#e: 1.-

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1'>) When 0i helle spends ti!e sear hing for new te hnologies for her plant" she is perfor!ing whi h !anage!ent roleE A) leader 5) entrepreneur 3) spo/esperson &) distur*an e handler Answer: 5 Explanation: 5) .n see/ing out and wor/ing to de#elop new *usiness opportunities 0i helle is learl% fun tioning as an entrepreneur. An entrepreneur within an organization de#elops new produ ts that an *e used to i!pro#e the organization. .n this ase" 0i helle is see/ing to de#elop a new pro ess that will pro#ide a *etter and !ore effi ient produ t. The other three hoi esleader" spo/esperson" and distur*an e handlerare all so ial fun tions. 5eing an entrepreneur an ha#e a so ial aspe t" *ut a large part of entrepreneurship an *e a o!plished outside of a so ial ontext. ,or exa!ple" a he!ist an de#elop a new for!ula without the aid of others. .n this ase" 0i helle is de#eloping a new produ t on her own. &iff: Page Ref: 1: AA345: Anal%ti 4/ills )*+e ti#e: 1.1'@) Whi h t%pe of !anage!ent s/ill does 0i helle use !ost during the da%E A) on eptual 5) infor!ational 3) interpersonal &) politi al Answer: 3 Explanation: 3) Three of 0i helle's a ti#ities for the da% re$uire interpersonal s/ills=!eeting with the it% offi ials" !eeting with the se tion !anagers" and handling the e!plo%ee's o!plaint. 0i helle's resear h is the onl% a ti#it% she arries out that does not re$uire so!e !easure of interpersonal s/ill. 1one of the other s/ills on eptual" infor!ational" or politi alare used as fre$uentl%. &iff: ' Page Ref: 1: AA345: 3o!!uni ation )*+e ti#e: 1.-

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1-:) 0i helle's e#aluation of new te hnologies that an *e used in the produ tion pro esses of her plant is an exa!ple of whi h t%pe of !anage!ent s/illE A) on eptual 5) o!!uni ation 3) politi al &) interpersonal Answer: A Explanation: A) .n e#aluating new te hnologies 0i helle !ust *rea/ down and sort out a great deal of o!plex infor!ation and o!e to so!e on lusion a*out how so!e of it !ight *e applied to her own situation. This is learl% an exa!ple of on eptual s/ill=anal%zing a o!plex situation. The tas/ does not re$uire 0i helle to o!!uni ate her on lusions at this point or use the! in a so ial or politi al ontext. 4o the lear hoi e here is that 0i helle is using on eptual s/ill. &iff: ' Page Ref: 1: AA345: Te hnolog% )*+e ti#e: 1.Appli ation of 4/ills 8arris" a *udding stand7up o!edian" spent !onths hanging out at 6augh Town" a lo al lu*" !eeting other stand7ups" doing a lot of listening and finding out how the% learned their trade. .t got to the point where se#eral of the star a ts were tr%ing out their new !aterial on 8arris. .f 8arris laughed" the !aterial !ust *e good" the% said. ,inall% 8arris got to the point where he wanted to tr% out his own a t. 5o**% C" a su essful o!i " agreed to listen to 8arris. 5o**% laughed a few ti!es" *ut as he perfor!ed his !aterial 8arris ouldn't help *ut wonder a*out the odd" pained expression on 5o**%'s fa e. When it was o#er" 5o**% told hi!" ?Ker% funn%" 8arris. Deep wor/ing on it.? .t was at that point that 8arris de ided he would *e o!e an agent for other o!edians. 4o!ehow" he /new that that was what he was trul% suited for. 1-1) 4pending ti!e with o!edians learning a*out their trade is an exa!ple of whi h politi al s/illE A) apparent sin erit% 5) networ/ing 3) so ial astuteness &) interpersonal influen e Answer: 5 Explanation: 5) Cetting to /now people who are in a position to ad#an e %our areer is an exa!ple of networ/ing. E#en though 8arris's areer as a o!edian didn't get #er% far" his areer as a networ/er was $uite su essful. Pretending to *e genuine Aapparent sin erit%) and ha#ing the a*ilit% to understand others Aso ial astuteness) !a% ha#e aided 8arris in his networ/ing. 8arris also !a% ha#e exerted interpersonal influen e on his fellow o!edians. 8owe#er" the entire enterprise of lin/ing up with others in the sa!e field is learl% an exa!ple of networ/ing. &iff: ' Page Ref: 11 AA345: 3o!!uni ation )*+e ti#e: 1.-

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1-') Re ognizing that the pained expression on 5o**% C's fa e had !ore !eaning than 5o**%'s en ouraging words is an exa!ple of 8arris using whi h s/illE A) apparent sin erit% 5) interpersonal influen e 3) so ial astuteness &) networ/ing Answer: 3 Explanation: 3) The lues 5o**% ga#e that re#ealed his true feelings were su*tle and diffi ult to dete t. Qet 8arris used his so ial astuteness to infer 5o**%'s true feelings a*out his a t. 8arris noti ed 5o**%'s pained expression and realized that !ore than 5o**%'s words" it was telling hi! that his a t was pro*a*l% not #er% funn%. 1one of the other hoi es apparent sin erit%" interpersonal influen e" or networ/ingappl% for this $uestion. .t is learl% a ase of a person using non7#er*al lues to understand a so ial situation. &iff: ' Page Ref: 11 AA345: 3o!!uni ation )*+e ti#e: 1.1--) 5o**% telling 8arris that his !aterial was ?#er% funn%? was an atte!pt *% 5o**% to use whi h s/illE A) rapport 5) interpersonal influen e 3) so ial astuteness &) apparent sin erit% Answer: & Explanation: &) 5o**% was tr%ing as hard as he ould to on#e% sin erit% to 8arris. 4in e the senti!ent wasn't o!pletel% genuine" it was a good exa!ple of apparent sin erit%. 1one of the other hoi esrapport" interpersonal influen e" or so ial astutenessfit the situation as !u h as the apparent sin erit% that 5o**% displa%ed. &iff: Page Ref: 11 AA345: 3o!!uni ation )*+e ti#e: 1.-

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1-() .n a short essa%" o!pare the tas/s" priorities" and responsi*ilities of first7line" !iddle" and top !anagers. Answer: ,irst7line !anagers are the lowest le#el of !anage!ent and !anage the wor/ of non!anagerial indi#iduals who are dire tl% in#ol#ed with the produ tion or reation of the organization's produ ts. ,irst7line !anagers are often alled super#isors" *ut !a% also *e alled line !anagers" offi e !anagers" or e#en fore!en. ,irst7line !anagers spend !ore ti!e leading than other !anagers" and less ti!e planning. 0iddle !anagers in lude all le#els of !anage!ent *etween the first7line le#el and the top le#el of the organization. These !anagers !anage the wor/ of first7line !anagers and !a% ha#e titles su h as depart!ent head" pro+e t leader" plant !anager" or di#ision !anager. 0iddle !anagers spend onsidera*l% less ti!e leading than first7line !anagers" and onsidera*l% !ore ti!e organizing. Top !anagers are responsi*le for !a/ing organization7wide de isions and esta*lishing the plans and goals that affe t the entire organization. These indi#iduals t%pi all% ha#e titles su h as exe uti#e #i e president" president" !anaging dire tor" hief operating offi er" hief exe uti#e offi er" or hair!an of the *oard. Top !anagers spend !ore ti!e planning and organizing than other !anagers" and less ti!e leading. &iff: ' Page Ref: 27; AA345: Anal%ti 4/ills )*+e ti#e: 1.1 1-2) .n a short essa%" dis uss the differen e *etween effi ien % and effe ti#eness. Answer: Effi ien % refers to getting the !ost output fro! the least a!ount of input. Effi ien % is often referred to as ?doing things right?that is" perfor!ing a tas/ with a !ini!u! of wasted ti!e" energ%" la*or" and resour es and a !axi!u! of the produ t *eing reated. A !athe!ati al !easure of effi ien % is gi#en *% the ratio of input7to7output. The s!aller the input7to7output ratio" the greater the effi ien % of the pro ess. Effe ti#eness is often des ri*ed as ?doing the right things?that is" those wor/ a ti#ities that will help the organization rea h its goals. Where effi ien % is on erned with the !eans of getting things done" effe ti#eness is on erned with the ends" or attain!ent of organizational goals. &iff: ' Page Ref: ;7< AA345: Anal%ti 4/ills )*+e ti#e: 1.'

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1-;) .n a short essa%" list and explain the four *asi fun tions of !anage!ent. Answer: Planning in#ol#es the pro ess of defining goals" esta*lishing strategies for a hie#ing those goals" and de#eloping plans to integrate and oordinate a ti#ities so the organization an a hie#e its goals. Planning an *e short ter! in s ope=planning to!orrow's s hedule" or long ter!= reating a fi#e7%ear expansion plan. )rganizing in#ol#es the pro ess of deter!ining what tas/s need to *e done" who should do the!" how the tas/s are to *e grouped" who reports to who!" and where de isions are to *e !ade. 6eading is pri!aril% on erned with !oti#ating su*ordinates and getting the! to wor/ in the !ost effe ti#e and effi ient wa%s possi*le. 6eading also in#ol#es dire ting and instru ting su*ordinates" as well as resol#ing an% onfli ts that arise *etween the!. A leader is a role !odel who !ust alwa%s /eep in !ind that his or her exa!ple is *eing o*ser#ed *% su*ordinates. T%pi all% a leader who is fair" onsistent" sets high standards and li#es up to those standards has the *est results. 3ontrolling is largel% a fun tion of !onitoring su*ordinates to ensure that wor/ is pro eeding as it should and goals will *e !et. E#aluation is a /e% part of ontrolling. 0anagers !ust orre t ineffi ien ies and flaws in the pro ess that is *eing arried out. 3ontrolling also in#ol#es rewarding produ ti#e indi#iduals and dis iplining unprodu ti#e indi#iduals to gi#e in enti#e for the! to !eet organizational goals. &iff: ' Page Ref: >7@ AA345: Anal%ti 4/ills )*+e ti#e: 1.1-<) .n a short essa%" explain through exa!ples how a pro ess an *e: Aa) effi ient *ut not effe ti#e" and A*) effe ti#e *ut not effi ient. Answer: Aa) Effi ient *ut not effe ti#e: A rafts!an *uilding a wooden ta*le !a% *e highl% effi ient in the wa% he uses his ti!e" energ%" and wood in produ ing his produ t. 8owe#er" despite this effi ien %" the rafts!an !a% still end up with a ri /et% ta*le" there*% not fulfilling his goal of *uilding a strong" sturd% ta*le and failing to *e effe ti#e. A*) Effe ti#e *ut not effi ient: A rafts!an !a% *e ineffi ient and waste a great deal of ti!e" energ%" and wood in *uilding a ta*le. 8owe#er the ta*le itself an turn out to *e strong" sturd%" and *eautiful" there*% fulfilling the goal of the pro ess and $ualif%ing the rafts!an as effe ti#e. &iff: ' Page Ref: ; AA345: Anal%ti 4/ills )*+e ti#e: 1.'

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1->) .n a short essa%" list and dis uss the interpersonal !anagerial roles de#eloped *% 0intz*erg. .n lude spe ifi exa!ples of ea h role. Answer: .nterpersonal Roles The interpersonal roles are roles that in#ol#e people and other duties that are ere!onial and s%!*oli in nature. The three interpersonal roles in lude *eing a figurehead" leader" and liaison. A figurehead is a s%!*oli head of an organization. A figurehead represents the organization to the o!!unit% at large. The figurehead !a% *e re$uired to gi#e spee hes" perfor! ere!onial duties" sign ontra ts" and !a/e state!ents to the !edia. T%pi all%" a figurehead's offi ial state!ents would *e of a general nature" while !ore su*stanti#e and te hni al state!ents would *e pro#ided *% a spo/esperson. A leader is responsi*le for the !oti#ation and a ti#ation of su*ordinates. A leader also has staffing and training duties. A leader needs to *e a*le to inspire and ex ite" *ut she !ust also *e a*le to deal out onse$uen es when goals are not !et. A signifi ant a!ount of a leader's ti!e !ight *e ta/en up resol#ing disputes and sol#ing pro*le!s that arise *etween tea! !e!*ers. ,or these tas/s" leaders stri#e to *e seen as fair" open7!inded" and tough. A liaison pro#ides a lin/ fro! the organization to the outside world. A liaison !a% lin/ to indi#iduals" !e!*ers of the !edia" or other organizations. A liaison represents the organization in these apa ities" and so !ust *e prudent in what he sa%s and doesn't sa%. When a !eeting *etween an outside entit% and the organization needs to ta/e pla e" the liaison t%pi all% organizes the !eeting" pro#ides introdu tions" and generall% s!ooths the wa% for *oth parties to feel o!forta*le. &iff: ' Page Ref: @71AA345: 3o!!uni ation )*+e ti#e: 1.-

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1-@) .n a short essa%" list and dis uss the infor!ational !anagerial roles de#eloped *% 0intz*erg. .n lude spe ifi exa!ples of ea h role. Answer: .nfor!ational Roles The infor!ational roles in#ol#e re ei#ing" olle ting" and disse!inating infor!ation. The three infor!ational roles in lude a !onitor" disse!inator" and spo/esperson. A !onitor within 0intz*erg's s he!e see/s and re ei#es a wide #ariet% of internal and external infor!ation to de#elop thorough understanding of organization and the ultural and *usiness en#iron!ent in whi h it fun tions. Exa!ples in lude reading periodi als and reports" !aintaining personal onta ts" attending !eetings and onferen es" ta/ing lasses" going on fa t7 finding !issions" and parti ipating in tas/s for es. 1ote that a !onitor in ,a%ol's s%ste! perfor!s a #er% different fun tion=that of /eeping tra / of progress as a tas/ !o#es toward o!pletion. A disse!inator trans!its infor!ation to !e!*ers of the organization. Exa!ples in lude holding infor!ational !eetings" writing !e!os and position papers" and !a/ing posters and presentations. The disse!inator fun tions as an opposite ounterpart to the !onitor. The !onitor ta/es in infor!ationH the disse!inator distri*utes it. That *eing said" it is not surprising that fre$uentl% the !onitor and disse!inator are the sa!e person: after stud%ing a situation" the !onitor dons his disse!inator hat and disse!inates the infor!ation that has *een a u!ulated. A spo/esperson trans!its infor!ation to outsiders on the organization's plans" poli ies" a tions" results" and so on. Exa!ples in lude holding *oard !eetings and gi#ing infor!ation to the !edia. 1ote that a spo/esperson role !a% o#erlap with other 0intz*erg ategories su h as figurehead" leader" liaison" and negotiator. All of these ategories !a% ?spea/ for the organization? fro! ti!e to ti!e. What distinguishes the spo/esperson is that her presentation is stri tl% infor!ational in ontent. &iff: ' Page Ref: @71AA345: 3o!!uni ation )*+e ti#e: 1.-

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1(:) .n a short essa%" list and dis uss the de isional !anagerial roles de#eloped *% 0intz*erg. .n lude spe ifi exa!ples of ea h role. Answer: &e isional Roles The de isional roles re#ol#e around !a/ing hoi es. The four de isional roles in lude entrepreneur" distur*an e handler" resour e allo ator" and negotiator. An entrepreneur sear hes the organization and its en#iron!ent for opportunities and initiates ?i!pro#e!ent pro+e ts? to *ring a*out hanges. The entrepreneur's pri!ar% tas/ is to de#elop new produ ts and opportunities for the organization. Within a growing organization an entrepreneur !a% *e highl% a!*itious and inno#ati#e. ,or exa!ple" a fashion o!pan% !anager !a% depart fro! the o!pan%'s original !ission and de#elop a line of furniture under the o!pan% u!*rella. With older" !ore esta*lished organizations the entrepreneur would *e !ore li/el% to de#elop new !ethods of produ tion rather than new produ ts the!sel#es. ,or exa!ple" a 8ealth 0aintenan e )rganization !anager !a% de#elop a new s%ste! in whi h to /eep !edi al re ords. A distur*an e handler is responsi*le for sol#ing pro*le!s and ?fixing? diffi ult situations when the% arise. Exa!ples ould in lude an%thing fro! two e!plo%ees who don't get along to a !a+or o!plaint of +o* dis ri!ination fro! an e!plo%ee that threatens a lawsuit. .n either ase" the !anager !ust !ediate *etween the parties and tr% to resol#e the situation in a !anner that is fair and is !ini!all% har!ful to the organization. A resour e allo ator !ust figure out how to distri*ute and di#ide all organization resour es. Resour es !a% in lude assets of all t%pes=people" funds" *uildings" land" e$uip!ent" ti!e" energ%" and so on. Allo ation of resour es often *oils down to !a/ing de isions a*out priorities. ,or exa!ple" where should a *ase*all exe uti#e in#est his !one%=on two relief pit hers or one shortstopE &e iding how to di#ide up *udgets of all t%pes is the resour e allo ator's +o*. A negotiator is also a /ind of resour e allo ator. 1egotiators are responsi*le for !a/ing deals= *etween a organization and its union" a o!pan% and its suppliers" a s hool distri t and its tea hers" a *uilding ontra tor and her lient. .n ea h ase" de isions !ust *e !ade a*out where to draw the line=how !u h !one%" or other resour es an one side afford to gi#e up #ersus the a!ount the other side re$uires. &iff: ' Page Ref: @71AA345: Anal%ti 4/ills )*+e ti#e: 1.1(1) .n a short essa%" des ri*e the four !ain t%pes of !anagerial s/ills identified *% Ro*ert Datz. Answer: Resear h *% Ro*ert 6. Datz on luded that !anagers needed four essential s/ills. These are te hni al s/ills" interpersonal s/ills" politi al s/ills" and on eptual s/ills. Te hni al s/ills are the +o*7spe ifi /nowledge and te hni$ues needed to perfor! spe ifi tas/s profi ientl%. .nterpersonal s/ills in#ol#e understanding" !entoring" and !oti#ating indi#iduals and groups of people. Politi al s/ills in lude the a*ilit% to *uild a power *ase and esta*lish *enefi ial onne tions. 3on eptual s/ills are the s/ills !anagers use to thin/ and to on eptualize a*out a*stra t and o!plex situations. &iff: ' Page Ref: 1:711 AA345: Anal%ti 4/ills )*+e ti#e: 1.(@ 3op%right 9 ':11 Pearson Edu ation" .n

1(') .n a short essa%" *riefl% dis uss the i!portan e of stud%ing !anage!ent. Answer: ,or a future !anager" stud%ing !anage!ent is a ?no7*rainer.? .n general" the !ore %ou /now a*out su essful !anage!ent pra ti es the !ore li/el% %ou are to *e o!e a su essful !anager. E#en if %ou are not going to *e o!e a !anager" there are plent% of reasons to stud% !anage!ent. .f %ou *e o!e a non!anagerial e!plo%ee" for exa!ple" stud%ing !anage!ent an help %ou understand the !anager %ou ha#e to deal with. .f %ou end up wor/ing in a s%ste! that does not in#ol#e !anage!entfor exa!ple" as an artist or an a tor%ou are still highl% li/el% to end up dealing with !anage!ent in i!portant wa%s. An artist" for exa!ple" !a% wor/ on her own for the !ost part" *ut she still !ust *e a*le to negotiate the tri /% waters of dealing with galleries" dealers" !useu!s" and so on" all of whi h in#ol#e !anagers and !anage!ent. E#en if %ou an a#oid !anagers of all t%pes" %ou will undou*tedl% earn and in#est !one% in %our life" and understanding !anage!ent will help %ou in#est that !one% wisel%. As re ent e ono!i trou*les ha#e pro#ed" good !anage!ent is !ore i!portant than e#er. Those who tr% to in#est well without /nowing a*out good !anage!ent pra ti es in#est at their peril. A final reason for stud%ing !anage!ent is the realit% that !ost students" on e the% graduate fro! ollege and *egin their areers" will either !anage or *e !anaged. &iff: Page Ref: 1(712 AA345: Refle ti#e Thin/ing )*+e ti#e: 1.( 1(-) .n a short essa%" identif% three areas of stud% that are rele#ant to students of !anage!ent and explain wh% these are #alua*le areas of stud%. Answer: 4tud%ing dis iplines in the hu!anities and so ial s ien es areas an help !anagers and students of !anage!ent *e o!e !ore effe ti#e. Anthropolog%The stud% of so ieties an help !anagers understand and address ultural differen es in #alues" attitudes" and *eha#ior. This /nowledge an *e in#alua*le onsidering toda%'s glo*al !ar/et and di#erse wor/pla e. E ono!i sThis area of stud% is on erned with the allo ation and distri*ution of resour es" !a/ing it dire tl% rele#ant to the !anager's de isional role of resour e allo ator. E ono!i s helps !anagers understand the hanging e ono!%" the role of o!petition in free !ar/ets" and free trade and prote tionist poli ies in the glo*al !ar/etpla e. Philosoph%The stud% of ethi s in philosoph% is related dire tl% to organizations and the proper *eha#ior of indi#iduals within the!. The li*ert% ethi " Protestant ethi " and !ar/et ethi with their respe ti#e on epts of freedo! and e$ualit%" frugalit% and hard wor/" and o!petition ha#e all shaped !odern organizations. &iff: Page Ref: 1(71; AA345: Refle ti#e Thin/ing )*+e ti#e: 1.(

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1(() .n a short essa%" identif% three additional areas of stud% that are rele#ant to students of !anage!ent and explain wh% these are #alua*le areas of stud%. Answer: 4tud%ing dis iplines in the hu!anities and so ial s ien es areas an help !anagers and students of !anage!ent *e o!e !ore effe ti#e. Politi al s ien e0anagers an *enefit fro! the stud% of the allo ation and !anipulation of power. 3ourses in politi al s ien e an help !anagers understand the operation of different e ono!i s%ste!s" su h as apitalis! and so ialis!" in luding how effi ien % and effe ti#eness are !easured in ea h s%ste!. 0anage!ent is also affe ted *% different for!s of go#ern!ents and go#ern!ent regulations" su h as a ountr%'s laws with respe t to propert% and ontra ts. Ps% holog%This field" whi h is on erned with stud%ing and understanding the *eha#ior of indi#iduals" !a% help !anagers gain insights into hu!an di#ersit% and i!pro#e their a*ilit% to !oti#ate" lead" sele t" and train e!plo%ees. 4o iolog%0an% so iologi al topi s that are on erned with how people relate to and intera t with ea h other strongl% relate to !anage!ent. ,or exa!ple" so ietal hanges su h as glo*alization" in reasing di#ersit%" hanging gender roles" and hanging fa!il% roles are all issues that !anagers !ust deal with. Understanding these issues and learning how to address so ietal hanges will affe t how a !anager intera ts with e!plo%ees" other !anagers" and usto!ers. &iff: Page Ref: 1(71; AA345: Refle ti#e Thin/ing )*+e ti#e: 1.(

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