b. regional department head c. project manager
d. chief executive officer
100. A manager’s success is typically _______________.
a. dependent on how hard the manager works
b. how closely the manager supervises the employees
c. based on how skilled the manager is at the technical elements of the job d. dependent on others’ work performance
101. A primary responsibility of managers is creating a work environment that _______________.
a. is safe and well lit b. is clean and organized
c. allows employees to do their work to the best of their ability d. provides excellent customer service
102. Managers often ______________.
a. are prevented from making business decisions b. change their career paths during their work lives
c. have opportunities to think creatively and use their imaginations
d. must depend on their employees for guidance in dealing with superiors
103. Which of the following represents a challenge of management?
a. enjoy relatively easy work b. work with a variety of people
c. have little influence on organizational outcomes d. have to deal with a variety of personalities
104. Each of the following represents a challenge of management except _______________. a. must operate with limited resources b. are highly valued by organizations
c. must motivate workers in uncertain situations d. success depends on others’ performance
SCENARIOS AND QUESTIONS
For each of the following choose the answer that most completely answers the question.
WHO ARE MANAGERS?
Managerial Basic Training (Scenario)
Imagine that your marketing company has just merged with a manufacturing organization. You have been asked to help provide some “basic” managerial training to the engineers in the research and development unit of the new sister company. To make sure you are covering the necessary issues, your boss has asked to see an overview of materials that you will be providing the engineers.
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105. Now that both companies are merged and are a systematic arrangement of people set to
accomplish a specific purpose, they could be described as a(n) _____________. a. business unit
b. multinational company c. organization d. holding company
106. One of the first things the engineers need to learn is that _____________ are the people who
direct the activities of others in an organization. a. directors b. managers c. subordinates d. line workers
107. Another fact that engineers need to learn is that supervisors may frequently be referred to as
_____________. a. middle managers b. top managers c. project leaders d. first-line managers
108. Many of the engineers in the group are unclear about what managers actually do. Your training
materials explain that a manager’s job focuses on _____________. a. the performance of clerical duties b. personal achievement
c. helping others accomplish their work goals
d. supervising groups rather than individual employees
The Customer Meeting (Scenario)
Kelly, a production supervisor, is responsible for 10 employees who assemble components into a finished product that is sold to distributors. Kelly reports to Ben, a production manager, who in turn reports to Dan, a general manager, who reports to McKenna, a vice president of operations. Recently, McKenna asked Dan to have a meeting with Kelly and Ben regarding some customer concerns in the production area. The focus of the meeting was to judge the validity of the customer concerns, and to develop a specific plan to address these concerns.
109. What is the commonality among Kelly, Ben, Dan, and McKenna?
a. They all produce the same product. b. They all have the same job content. c. They all are managers.
d. They all have the same vision.
110. Kelly is considered to be what level of management?
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a. b. c. d. top manager
superintendent of assembly middle manager first-line manager
111. Ben and Dan are considered to be what level of management?
a. top managers b. middle managers
c. superintendents of assembly d. first-line managers
112. McKenna is considered to be what level of management?
a. top manager
b. superintendent of assembly c. middle manager d. first-line manager
113. The structure of the managerial relationships among McKenna, Dan, Ben, and Kelly can best be
described as a ____________. a. flexible work group
b. traditional pyramid structure c. innovative nuclear structure d. communication hub
WHAT IS MANAGEMENT?
The Perfect Manager (Scenario)
Brenda Kraft has proven herself to be an able manager. Her section has a high project completion rate with the highest-quality product and the lowest defects in her division. In addition, she accomplishes this with fewer full-time people than other managers. Some say that the secret of her success is in her ability to delegate responsibility and her understanding of the basic “management functions.”
114. Brenda’s ability to complete activities efficiently and effectively with and through other people is
known as _____________. a. management b. leadership c. coercion d. delegation
115. Brenda’s ability to produce the same amount of product with fewer personnel is a reflection of her
___________. a. effectiveness b. process skills c. leadership
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d. efficiency
116. The fact that Brenda completes her projects is an indication of her _____________ as a manager.
a. leadership b. effectiveness c. efficiency
d. attention to detail
117. If Brenda accomplished her projects on time with high-quality results, but she took more time
than other managers in the process, you could say that as a manager she was ____________. a. efficient, but not effective b. a leader, but not a top manager c. project oriented, but not effective d. effective, but not efficient
118. The “management functions” exemplified by Brenda include all but which of the following?
a. planning b. controlling c. organizing d. calibrating
WHAT DO MANAGERS DO?
Joe the Manager (Scenario)
As a production supervisor, Joe decides on Friday afternoon how many units of output his employees will be able to produce and on which days certain products will be run in his department. He also decides which of his employees are going to be responsible for operating which machines within the department next week, as his employees are multi-skilled assemblers. On Monday, he informs his employees of their assignments to specific machines by handing out assignment sheets. He tells the employees that the schedule is going to be difficult this week due to the increased number of units. He goes on to tell them that he is sure they can fulfill the schedule because they are such good and skilled employees. Each day during the week, Joe checks the amount of output that the employees have completed and the number of units that have been rejected.
119. When Joe decides how many units of output his employees will be able to produce and on which
days certain products will be run, he is performing which of the management functions? a. controlling b. leading c. planning d. organizing
120. When Joe checks the amount of output that the employees have completed and the number of
units that have been rejected, he is performing which of the management functions? a. controlling
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