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Sunday, January 10, 2010

MGT503 Solved MCQ Introduction to Management and Organizations 3

Chapter 1 Introduction to Management and Organizations

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101.   Another fact about managing that engineers need to learn is that supervisors may frequently be 

referred to as a _____________.

a.      middle manager

b.      top manager

c.      project leader

d.      first-line manager

(d; moderate; p. 6)

 

102.   Finally, the engineers need to learn that department head, project leader, and plant manager are 

all potential titles for _____________.

a.      division managers

b.      deans

c.      agency heads

d.      middle managers

(d; moderate; p. 6)

 

WHAT IS MANAGEMENT?

 

The Perfect Manager (Scenario)

 

Brenda Kelly 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."

 

103.   Brenda's ability to get activities completed efficiently and effectively with and through other 

people is known as _____________.

a.      management

b.      supervision

c.      coercion

d.      delegation

         (a; moderate; p. 8)          

        

 

104.   Brenda's ability to get the same amount of product completed with fewer people is a reflection of her ___________.

a.      effectiveness

b.      process skills

c.      leadership

d.      efficiency

(d; moderate; p. 7)

 

105.   Getting her projects completed is an indication of Brenda's _____________ as a manager.

a.      leadership

b.      effectiveness

c.      efficiency

d.      attention to detail

(b; moderate; p. 8)

 

106.   If Brenda accomplished her project on time with high-quality results, but she took more time 

than other managers to complete this, 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.

(d; moderate; p. 8)

 

107.   The "management functions" exemplified by Brenda include all but which of the following?

a.      planning

b.      controlling

c.      organizing

d.      delegating

(d; moderate; p. 9)

 

WHAT DO MANAGERS DO?

 

The Busy Day (Scenario)

 

Don Eskew, plant manager at Control Systems, Inc., sighed as he sipped his first cup of coffee at 5 a.m.

 and read his agenda for the day. He is giving two company tours in the morning; the first to a newspaper reporter who is writing a story on the new plant expansion and has several questions, and the second to a group of Control Systems, Inc., 

managers from the east coast. He then has a meeting with the unit manager, Phil Johnson, to discuss 

Phil's recent drop in performance (a task he always hates). Next, he is spending a couple of hours reviewing

 the trade journals he receives from his high-tech association and writing up a brief synopsis for his presentation 

next week to the division president. Finally, in the late afternoon, he will be reviewing the new equipment malfunction and 

deciding whether to bring in extra people to get the equipment running as soon as possible. 

Whew! Just another day in the glamorous life of a manager.

 

 

 

 

 

 

 

108.   Together, all of the functions that Don performs during his busy day correspond to the management roles

 discovered in the late 1960s by which one of the following management scientists?

a.      Herzberg

b.      Skinner

c.      Mintzberg

d.      Fayol

(c; easy; p. 10)

 

109.   When Don was conducting the tour for the east coast managers, he was operating in which of the management roles?

a.      leader

b.      liaison

c.      monitor

d.      figurehead

(d; difficult; p. 11)

 

110.   When Don was meeting with Phil to discuss his performance concerns, he was operating in which management role?

a.      leader

b.      figurehead

c.      monitor

d.      disturbance handler

(a; difficult; p. 11)

 

111.   What role was Don performing when he gave the plant tour to the newspaper reporter?

a.      monitor

b.      figurehead

c.      disseminator

d.      spokesperson

(d; difficult; p. 11)

 

112.      When Don was reviewing the new equipment malfunction, what management role was he playing when

            deciding whether to bring in extra people?

a.      monitor

b.      disseminator

c.      resource allocator

d.      disturbance handler

(c; moderate; p. 11)

 

WHO ARE MANAGERS?

 

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 recent 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. 

 

113.   What is the commonality between 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.

(c; moderate; p. 5)

 

114.   Kelly is considered to be what level of management?

a.      top manager

b.      superintendent of assembly

c.      middle manager

d.      first-line manager

(d; easy; p. 5)

 

115.   Ben and Dan are considered to be what level of management?

a.      top manager

b.      middle manager

c.      superintendent of assembly

d.      first-line manager

(b; moderate; p. 6)

 

116.   McKenna is considered to be what level of management?

a.      top manager

b.      superintendent of assembly

c.      middle manager

d.      first-line manager

(a; moderate; p. 6)

 

117.   The meeting the McKenna asked Dan to have with Ben and Kelly reflects the growing 

recognition that ____________.

a.      customer concerns are important only to first-line managers

b.      customer responsiveness is important throughout the organization, not only in the marketing department

c.      focusing on the customer is the sole responsibility of the marketing department

d.      employee attitudes and behaviors do not significantly impact customer responsiveness

(b; easy; p. 15)

 

MANAGEMENT FUNCTIONS

 

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 whom he has assigned to which machines by handing out assignment sheets and informs the employees that the schedule is going to be difficult 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 he checks the amount of output that the employees have completed and the number of units that have been scraped.

 

118.   When Joe decides which of his employees are going to be responsible for operating which machines, he is performing which of the management functions?

a.      controlling

b.      leading

c.      planning

d.      organizing

         (d; moderate; p. 9)          

        

 

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

(c; moderate; p. 9)

 

120.   When Joe checks the amount of output that the employees have completed and the number of units that have been scraped, he is performing which of the management functions?

a.      controlling

b.      leading

c.      planning

d.      organizing

(a; moderate; p. 9)

 

121.   When Joe tells the employees that he is sure they can fulfill the schedule because they are such good and skilled employees, he is performing which of the management functions?

a.      controlling

b.      leading

c.      planning

d.      organizing

(b; moderate; p. 9)

 

122.   When Joe performs all of his management functions in a continuous manner, he is performing which of the following?

a.      scheduling process

b.      quality control process

c.      management process

d.      manufacturing process

(c; moderate; p. 9)

 

MANAGEMENT ROLES

 

The General Manager (Scenario)

 

Michael, Joe's general manager, in a routine day might meet with city officials or civic leaders about environmental issues due to the plant's presence in the community. After these meetings, he will then meet with the functional managers to discuss and share with them the concerns and results of the meeting with city officials or civic leaders. Other times, he will meet with Betty, the production manager, and the human resource manager, Joyce, to discuss a complaint filed by one of the employees in a production department. He may also spend time on the Internet looking for new technologies that can be used in the production processes of his plant.

 

123.   When Michael meets with city officials or civic leaders about environmental issues, he is performing which management role?

a.      leader

b.      resource allocator

c.      entrepreneur

d.      monitor

(d; difficult; p. 11)

 

124.   When Michael meets with just Betty and Joyce to discuss a complaint filed by one of the employees in a production department, he is performing which management role?

a.      resource allocator

b.      disturbance handler

c.      liaison

d.      figurehead

(b; moderate; p. 11)

 

125.   When Michael meets with the functional managers to discuss and share with them the concerns and results of the meeting with city officials or civic leaders, he is performing which management role?

a.      disseminator

b.      liaison

c.      disturbance handler

d.      negotiator

(a; moderate; p. 11)

 

126.   When Michael spends time on the Internet looking for new technologies that can be used in the production processes of his plant, he is performing which management role?

a.      leader

b.      entrepreneur

c.      spokesperson

d.      disturbance handler

(b; difficult; p. 11)

 

127.   Michael's search for new technologies that can be used in the production processes of his plant is an indication of which managerial trend?

a.      Innovation is only important for higher-level managers.

b.      Only managers in production related positions need to be on the look-out for innovation.

c.      Organizational managers at all levels and in all areas need to be on the look-out for innovations.

d.      Innovation is only important for middle-level managers.

(c; moderate; p. 15)

 

 

 

 

 

 

 

ESSAY QUESTIONS

 

WHO ARE MANAGERS?

 

128.   In a short essay, describe and provide examples of first-line, middle, and top managers.

 

Answer

a.      First-line managers are the lowest level of management and manage the work of nonmanagerial individuals who are directly involved with the production or creation of the organization's products. They are often called supervisors, but may also be called line managers, office managers, or even foremen.

b.      Middle managers include all levels of management between the first-line level and the top level of the organization. These managers manage the work of first-line managers and may have titles such as department head, project leader, plant manager, or division manager.

c.      Top managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. These individuals typically have titles such as executive vice president, president, managing director, chief operating officer, chief executive officer, or chairman of the board.

(easy; pp. 5-6)

 

 

WHAT IS MANAGEMENT?

 

129.   In a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept.

 

Answer

a.      Efficiency refers to getting the most output from the least amount of inputs. Because managers deal with scarce inputs—including resources such as people, money, and equipment—they are concerned with the efficient use of resources. For instance, at the Beiersdorf Inc. factory in Cincinnati, where employees make body braces and supports, canes, walkers, crutches, and other medical assistance products, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasing the amount of time needed to manufacture products, and lowering product reject rates. From this perspective, efficiency is often referred to as "doing things right"—that is, not wasting resources.

 

b.      Effectiveness is often described as "doing the right things"—that is, those work activities that will help the organization reach its goals. For instance, at the Beiersdorf factory, goals included open communication between managers and employees and cutting costs. Through various work programs, these goals were pursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.

(moderate; pp. 7-8)

 

WHAT DO MANAGERS DO?

 

130.   In a short essay, list and explain the four basic functions of management.

 

Answer

a.      Planning—involves the process of defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.

b.      Organizing—involves the process of determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

c.      Leading—when managers motivate subordinates, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues, they are leading.

d.      Controlling—to ensure that work is proceeding as it should, managers must monitor and evaluate performance. The process of monitoring, comparing, and correcting is what is meant by the controlling function.

(moderate; pp. 9-10)

 

131.   In a short essay, list and discuss 7 of the 10 managerial roles developed by Mintzberg. Include specific examples of each role and group each according to interpersonal, informational, and decisional roles.

 

Answer

Interpersonal Roles

a.      Figurehead—symbolic head; obliged to perform a number of routine duties of a legal or social nature. Examples include greeting visitors and signing legal documents.

b.      Leader—responsible for the motivation and activation of subordinates; responsible for staffing, training, and associated duties. Examples include performing virtually all activities that involve subordinates.

c.      Liaison—maintains self-developed network of outside contacts and informers who provide favors and information. Examples include acknowledging mail, doing external board work, and performing other activities that involve outsiders.

 

Informational Roles

a.      Monitor—seeks and receives wide variety of internal and external information to develop thorough understanding of organization and environment. Examples include reading periodicals and reports, and  maintaining personal contacts.

b.      Disseminator—transmits information received from outsiders or from subordinates to members of the organization. Examples include holding informational meetings and  making phone calls to relay information.

c.      Spokesperson—transmits information to outsiders on organization's plans, policies, actions, results, and so on. Examples include holding board meetings and giving information to the media.

 

Decisional Roles

a.      Entrepreneur—searches organization and its environment for opportunities and initiates "improvement projects" to bring about changes. Examples include organizing strategy and review sessions to develop new programs.

b.      Disturbance handler—responsible for corrective action when organization faces important, unexpected disturbances. Examples include organizing strategy and review sessions that involve disturbances and crises.

c.      Resource allocator—responsible for the allocation of organizational resources of all kinds—making or approving all significant organizational decisions. Examples include scheduling, requesting authorization; performing any activity that involves budgeting and the programming of subordinates' work.

d.      Negotiator—responsible for representing the organization at major negotiations. Examples include participating in union contract negotiations.

 

         The interpersonal roles are roles that involve people and other duties that are ceremonial and symbolic in nature. The three interpersonal roles include being a figurehead, leader, and liaison. The informational roles involve receiving, collecting, and disseminating information. The three informational roles include a monitor, disseminator, and spokesperson. Finally, the decisional roles revolve around making choices. The four decisional roles include entrepreneur, disturbance handler, resource allocator, and negotiator.

(difficult; pp. 10-11)

 

132.   In a short essay, discuss the importance of studying management. Next, list at least five rewards and five challenges of being a manager.

 

         Answer

         By studying management, you'll be able to recognize poor management and work to correct it. In addition, you'll be able to recognize good management and encourage it, whether it's in an organization you're simply interacting with or whether it's in an organization where you're employed. Another reason for studying management is the reality that for most students, once they graduate from college and begin their careers, they will either manage or be managed. A final reason to study management is the rewards and challenges of being a manager.

 

Rewards of Being a Manager

a.      most important work of an organization is creating a work environment in which organizational members can work to the best of their ability

b.      have opportunities to think creatively and use imagination

c.      help others find meaning and fulfillment in work

d.      get to support, coach, and nurture others

e.      get to work with a variety of people

f.      receive recognition and status in organization and community

g.      play a role in influencing organizational outcomes

h.      receive appropriate compensation in the form of salaries, bonuses, and stock options

i.      good managers are needed by organizations

 

Challenges of Being a Manager

a.      it's hard work

b.      have to deal with a variety of personalities

c.      often have to make do with limited resources

d.      motivate workers in chaotic and uncertain situations

e.      be able to successfully blend knowledge, skills, ambitions, and experiences of a diverse work group

(moderate; p. 10; exh. 1-12)