Exam
Name___________________________________

TRUE/FALSE.  Write 'T' if the statement is true and 'F' if the statement is false. 

1) 

Today's managers are just as likely to be women as they are men. 

1) 

_______ 

2) 

Management affects employee morale but not a company's financial performance. 

2) 

_______ 

3) 

In order to be considered a manager, an individual must coordinate the work of others. 

3) 

_______ 

4) 

Supervisors and foremen may both be considered first-line managers. 

4) 

_______ 

5) 

Effectiveness refers to the relationship between inputs and outputs. 

5) 

_______ 

6) 

Effectiveness is concerned with the means of getting things done, while efficiency is concerned with the attainment of organizational goals. 

6) 

_______ 

7) 

A goal of efficiency is to minimize resource costs. 

7) 

_______ 

8) 

Efficiency is described as "doing things right." 

8) 

_______ 

9) 

Managers who are effective at meeting organizational goals always act efficiently. 

9) 

_______ 

10) 

The four contemporary functions of management are planning, organizing, leading, and controlling. 

10) 

______ 

11) 

Determining who reports to whom is part of the controlling function of management. 

11) 

______ 

12) 

Directing and motivating are part of the controlling function of management. 

12) 

______ 

13) 

Coaching and budgeting are skills closely related to the management function of leading. 

13) 

______ 

14) 

Fayol's management functions are basically equivalent to Mintzberg's management roles. 

14) 

______ 

15) 

Mintzberg's resource allocation role is similar to Fayol's planning function because it involves the coordination of employee's activities. 

15) 

______ 

16) 

The roles of figurehead, leader, and liaison are all interpersonal roles. 

16) 

______ 

17) 

Disturbance handler is one of Mintzberg's interpersonal roles. 

17) 

______ 

18) 

Mintzberg's informational management role involves receiving, collecting, and disseminating information. 

18) 

______ 

19) 

Resource allocation and disturbance handling are both considered decisional roles. 

19) 

______ 

20) 

A finance manager who reads the Wall Street Journal on a regular basis would be performing the figurehead role. 

20) 

______ 

21) 

Technical skills become less important as a manager moves into higher levels of management. 

21) 

______ 

22) 

Human skills is the ability to work well with other people. 

22) 

______ 

23) 

Katz concluded that managers need three essential skills technical, human, and conceptual. 

23) 

______ 

24) 

Conceptual skills become less important as a manager moves into top management. 

24) 

______ 

25) 

Only first-line managers and employees need to be concerned with being customer-responsive. 

25) 

______ 

26) 

In today's world, organizational managers at all levels and in all areas need to encourage their employees to be on the look-out for new ideas and new approaches. 

26) 

______ 

27) 

Innovation is only important in high-tech firms. 

27) 

______ 

28) 

A distinct purpose is important in defining an organization. 

28) 

______ 

29) 

A non-profit organization cannot be considered an organization. 

29) 

______ 

30) 

In a survey conducted for a group of Arab executives, 'access to financial resources' was cited as a greater challenge to innovation than 'lack of qualified personnel'. 

30) 

______ 

31) 

Arab managers today are almost exclusively impacted by Western influences. 

31) 

______ 

MULTIPLE CHOICE.  Choose the one alternative that best completes the statement or answers the question. 

32) 

Which of the following statements regarding managers in today's world is accurate? 

32) 

______ 

A) 

They are found only in large corporations. 

B) 

The single most important variable in employee productivity and loyalty is the quality of the relationship between employees and their direct supervisors. 

C) 

They can be found exclusively in for-profit organizations. 

D) 

Their age range is limited to between 30 and 65. 

33) 

Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals is ________. 

33) 

______ 

A) 

an assembly line worker 

B) 

a laborer 

C) 

a salesperson 

D) 

a manager 

34) 

Supervisor is another name for which of the following? 

34) 

______ 

A) 

middle manager 

B) 

top manager 

C) 

team leader 

D) 

first-line manager 

35) 

In the past, nonmanagerial employees were viewed as employees who ________. 

35) 

______ 

A) 

reported to top executives 

B) 

had no others reporting to them 

C) 

supervised others 

D) 

reported to middle managers 

36) 

The lowest level of management is ________. 

36) 

______ 

A) 

a nonmanagerial employee 

B) 

a first-line manager 

C) 

a vice president 

D) 

a department of research manager 

37) 

Which of the following types of managers is responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization? 

37) 

______ 

A) 

production managers 

B) 

first-line managers 

C) 

top managers 

D) 

research managers 

38) 

All levels of management between the supervisory level and the top level of the organization are termed ________. 

38) 

______ 

A) 

first-line managers 

B) 

middle managers 

C) 

supervisors 

D) 

foremen 

39) 

Which of the following levels of management is associated with positions such as executive vice president, chief operating officer, chief executive officer, and chairman of the board? 

39) 

______ 

A) 

first-line managers 

B) 

middle managers 

C) 

top managers 

D) 

team leaders 

40) 

Managers with titles such as regional manager, project leader, or plant manager are ________. 

40) 

______ 

A) 

production managers 

B) 

top managers 

C) 

first-line managers 

D) 

middle managers 

41) 

Which of the following best reflects the management structure of a traditional organization? 

41) 

______ 

A) 

hub with spokes 

B) 

circle 

C) 

infinite line 

D) 

pyramid 

42) 

Division manager is associated with which of the following levels of management? 

42) 

______ 

A) 

first-line managers 

B) 

team leaders 

C) 

middle managers 

D) 

top managers 

43) 

________ is the process of getting activities completed efficiently and effectively with and through other people. 

43) 

______ 

A) 

Controlling 

B) 

Management 

C) 

Supervision 

D) 

Leading 

44) 

The distinction between a managerial position and a nonmanagerial position is ________. 

44) 

______ 

A) 

planning the work of others 

B) 

organizing the work of others 

C) 

controlling the work of others 

D) 

coordinating the work of others 

45) 

Which of the following is an example of an efficient manufacturing technique? 

45) 

______ 

A) 

decreasing product output 

B) 

increasing product reject rates 

C) 

increasing the amount of time to manufacture products 

D) 

cutting inventory levels 

46) 

Wasting resources is considered to be an example of ________. 

46) 

______ 

A) 

ineffectiveness 

B) 

efficiency 

C) 

inefficiency 

D) 

effectiveness 

47) 

An automobile manufacturer that increased the total number of cars produced at the same cost, but with many defects, would be ________. 

47) 

______ 

A) 

increasing effectiveness 

B) 

efficient and effective 

C) 

increasing efficiency 

D) 

concerned with inputs 

48) 

Effectiveness is synonymous with ________. 

48) 

______ 

A) 

goal attainment 

B) 

efficiency 

C) 

cost minimization 

D) 

resource control 

49) 

Efficiency refers to ________. 

49) 

______ 

A) 

the relationship between inputs and outputs 

B) 

the exponential nature of costs and outputs 

C) 

increasing outputs regardless of cost 

D) 

the additive relationship between costs and benefits 

50) 

In successful organizations, ________. 

50) 

______ 

A) 

high efficiency and high equity go hand in hand 

B) 

high efficiency and high effectiveness go hand in hand 

C) 

high efficiency and low effectiveness go hand in hand 

D) 

low efficiency and high effectiveness go hand in hand 

51) 

Whereas ________ is concerned with the means of getting things done, ________ is concerned with the ends, or attainment of organizational goals. 

51) 

______ 

A) 

efficiency; effectiveness 

B) 

effectiveness; goal attainment 

C) 

effectiveness; efficiency 

D) 

goal attainment; efficiency 

52) 

How many management functions were originally proposed in the early part of the twentieth century? 

52) 

______ 

A) 

four 

B) 

nine 

C) 

five 

D) 

three 

53) 

________ was a French industrialist who first identified the basic management functions. 

53) 

______ 

A) 

Herzberg 

B) 

Weber 

C) 

Fayol 

D) 

Taylor 

54) 

Today, the basic management functions are considered to be ________. 

54) 

______ 

A) 

planning, coordinating, staffing, and directing 

B) 

planning, organizing, leading, and controlling 

C) 

commanding, organizing, leading, and staffing 

D) 

planning, organizing, leading, and directing 

55) 

Which of the following management functions from the mid-1950s is no longer included in the basic functions of management? 

55) 

______ 

A) 

leading 

B) 

staffing 

C) 

controlling 

D) 

planning 

56) 

Writing an organizational strategic plan is an example of the ________ management function. 

56) 

______ 

A) 

organizing 

B) 

coordinating 

C) 

leading 

D) 

planning 

57) 

Organizing includes ________. 

57) 

______ 

A) 

motivating organizational members 

B) 

hiring organizational members 

C) 

defining organizational goals 

D) 

determining who does what tasks 

58) 

A manager resolving conflict among organizational members is performing what function? 

58) 

______ 

A) 

controlling 

B) 

commanding 

C) 

leading 

D) 

directing 

59) 

The process of monitoring, comparing, and correcting is called ________. 

59) 

______ 

A) 

leading 

B) 

coordinating 

C) 

controlling 

D) 

organizing 

60) 

Mentoring is primarily associated with the management function of ________. 

60) 

______ 

A) 

controlling 

B) 

leading 

C) 

planning 

D) 

organizing 

61) 

Budgeting is associated with the management functions of planning and ________. 

61) 

______ 

A) 

leading 

B) 

controlling 

C) 

organizing 

D) 

directing 

62) 

The organizing process is more important ________. 

62) 

______ 

A) 

for top-level managers than it is for first-level managers only 

B) 

than any of the other management processes 

C) 

than leading at all levels of management 

D) 

for top-level managers than it is for either middle- or first-level managers 

63) 

________ developed a categorization scheme for defining what managers do, consisting of 10 different but highly interrelated roles. 

63) 

______ 

A) 

Henry Ford 

B) 

Henri Fayol 

C) 

Henry Mintzberg 

D) 

Henry Morris 

64) 

According to Mintzberg's management roles, the ________ roles are those that involve people and other duties that are ceremonial and symbolic in nature. 

64) 

______ 

A) 

technical 

B) 

decisional 

C) 

interpersonal 

D) 

informational 

65) 

The roles of disseminator, figurehead, negotiator, liaison, and spokesperson are more important at the ________ levels of the organization. 

65) 

______ 

A) 

middle 

B) 

lower 

C) 

supervisory 

D) 

higher 

66) 

Which of the following is not an example of a decisional role according to Mintzberg? 

66) 

______ 

A) 

resource allocator 

B) 

entrepreneur 

C) 

spokesperson 

D) 

disturbance handler 

67) 

A human resource manager attending a local Society for Human Resource Management meeting would be functioning in which role? 

67) 

______ 

A) 

liaison 

B) 

leader 

C) 

disseminator 

D) 

informational 

68) 

A finance manager who reads the Wall Street Journal on a regular basis would be performing which role? 

68) 

______ 

A) 

figurehead 

B) 

interpersonal 

C) 

disseminator 

D) 

monitor 

69) 

Which of the following is not an example of an interpersonal role according to Mintzberg? 

69) 

______ 

A) 

figurehead 

B) 

leader 

C) 

spokesperson 

D) 

liaison 

70) 

According to Mintzberg's management roles, the ________ roles involve receiving, collecting, and disseminating information. 

70) 

______ 

A) 

decisional 

B) 

interpersonal 

C) 

technical 

D) 

informational 

71) 

All three of Mintzberg's interpersonal roles are part of the ________ function. 

71) 

______ 

A) 

organizing 

B) 

planning 

C) 

controlling 

D) 

leading 

72) 

Almost all managerial tasks involve ________. 

72) 

______ 

A) 

interpersonal skills 

B) 

decision making 

C) 

organization skills 

D) 

handling information 

73) 

All of the following are examples of informational roles according to Mintzberg except ________. 

73) 

______ 

A) 

liaison 

B) 

disseminator 

C) 

monitor 

D) 

spokesperson 

74) 

Which of the following is not an example of a decisional role according to Mintzberg? 

74) 

______ 

A) 

disturbance handler 

B) 

spokesperson 

C) 

resource allocator 

D) 

entrepreneur 

75) 

Many of Mintzberg's roles align with the basic functions of management. For example, the ________ role is a part of planning. 

75) 

______ 

A) 

resource allocation 

B) 

liaison 

C) 

figurehead 

D) 

leader 

76) 

The ________ role is more important for lower-level managers than it is for either middle- or top-level managers. 

76) 

______ 

A) 

entrepreneur 

B) 

disseminator 

C) 

spokesperson 

D) 

leader 

77) 

The emphasis that managers give to various roles seems to be based on their ________. 

77) 

______ 

A) 

personality 

B) 

tenure with the organization 

C) 

experience in their field 

D) 

organizational level 

78) 

All of the following are managerial roles that are more important at the higher levels of the organization except ________. 

78) 

______ 

A) 

negotiator 

B) 

leader 

C) 

figurehead 

D) 

disseminator 

79) 

Which of the following represents the most useful way of describing the manager's job? 

79) 

______ 

A) 

roles 

B) 

functions 

C) 

organizational level 

D) 

skills 

80) 

Understanding building codes would be considered a(n) ________ skill for a building contractor. 

80) 

______ 

A) 

interpersonal 

B) 

political 

C) 

technical 

D) 

conceptual 

81) 

Technical skills include ________. 

81) 

______ 

A) 

skill and interest in a general field of endeavor 

B) 

knowledge of and proficiency in a certain specialized field 

C) 

familiarity with and interest in a general field of endeavor 

D) 

leadership and efficiency in a certain specialized field 

82) 

Which of the following individuals identified the three essential managerial skills? 

82) 

______ 

A) 

Raines 

B) 

Chambers 

C) 

Katz 

D) 

Lewisberg 

83) 

The three essential managerial skills include ________. 

83) 

______ 

A) 

technical, human, and conceptual 

B) 

technical, interpersonal, and controlling 

C) 

human, empirical, and conceptual 

D) 

technical, human, and empirical 

84) 

Understanding building codes would be considered a ________ skill for a building contractor. 

84) 

______ 

A) 

empirical 

B) 

technical 

C) 

conceptual 

D) 

human 

85) 

Which of the following is true concerning technical and managerial skills? 

85) 

______ 

A) 

Human skills remain necessary and technical-skill needs decrease as managers move to higher levels. 

B) 

Human skills and technical skills remain equally important as managers move to higher levels. 

C) 

Technical-skill needs remain necessary and human skills decrease as managers move to higher levels. 

D) 

Both human-skill and technical-skill needs decrease as managers move to higher levels. 

86) 

Managers with good ________ are able to communicate, motivate and lead to get the best out of their people. 

86) 

______ 

A) 

conceptual skills 

B) 

human skills 

C) 

visual skills 

D) 

technical skills 

87) 

Technical skills include ________. 

87) 

______ 

A) 

knowledge of and proficiency in a certain specialized field 

B) 

leadership and efficiency in a certain specialized field 

C) 

skill and interest in a general field of endeavor 

D) 

familiarity with and interest in a general field of endeavor 

88) 

The ability to work well with other people, both individually and in a group, describes which of the following skills ________. 

88) 

______ 

A) 

human skills 

B) 

technical skills 

C) 

planning skills 

D) 

assessment skills 

89) 

Which of the following skills are more important at lower levels of management, as these managers are dealing directly with employees doing the organization's work? 

89) 

______ 

A) 

empirical 

B) 

technical 

C) 

conceptual 

D) 

human 

90) 

Which of the following types of skills is described with the terms analyze and diagnose? 

90) 

______ 

A) 

technical 

B) 

interpersonal 

C) 

political 

D) 

conceptual 

91) 

Which of the following types of skills are described with terms such as abstract situations and visualization? 

91) 

______ 

A) 

interpersonal 

B) 

conceptual 

C) 

human 

D) 

technical 

92) 

Which one of the following phrases is best associated with managerial conceptual skills? 

92) 

______ 

A) 

communicating with customers 

B) 

using information to solve business problems 

C) 

decision making 

D) 

product knowledge 

93) 

Which of the following is not related to innovation? 

93) 

______ 

A) 

Quality of scientific research 

B) 

Intolerance to mistakes in the production process 

C) 

Protection of intellectual property rights 

D) 

Company spending on research and development 

94) 

An organization is ________. 

94) 

______ 

A) 

a deliberate arrangement of people to accomplish some specific purpose 

B) 

a collection of individuals working for the same company 

C) 

a group of individuals focused on profit making for their shareholders 

D) 

the physical location where people work 

95) 

One of the common characteristics of all organizations is ________, which is typically expressed in terms of the organization's goals. 

95) 

______ 

A) 

its goals 

B) 

its people 

C) 

its purpose 

D) 

its systematic structure 

96) 

One of the common characteristics of all organizations is ________, which clarifies members' work relationships. 

96) 

______ 

A) 

its deliberate structure 

B) 

its purpose 

C) 

its people 

D) 

its goals 

97) 

A deliberate arrangement of people to accomplish some specific purpose is ________. 

97) 

______ 

A) 

an organization 

B) 

an assembly operation 

C) 

a structure 

D) 

a process 

98) 

A difference between traditional organizations and new organizations is that the new organizations tend to be more ________. 

98) 

______ 

A) 

stable 

B) 

rule oriented 

C) 

command oriented 

D) 

dynamic 

99) 

Which of the following best describes the concept that management is needed in all types and sizes of organizations, no matter the country in which they're located? 

99) 

______ 

A) 

the partiality of management 

B) 

the cultures of management 

C) 

the segmentation of management 

D) 

the universality of management 

100) 

Universality of management means that ________. 

100) 

_____ 

A) 

all managers in all organizations perform the four management functions 

B) 

all organizations can hire any manager to perform the management jobs 

C) 

any manager can work in any organization and perform any management job 

D) 

all managers in all organizations can perform their job the same way 

101) 

Organizations that are well managed ________. 

101) 

_____ 

A) 

develop a loyal customer base, grow, and prosper 

B) 

always have the lowest-cost products 

C) 

choose the best suppliers for their products 

D) 

compete on an international basis because they have the best products 

102) 

Which of the following types of managerial positions is most likely to involve clerical duties? 

102) 

_____ 

A) 

regional department head 

B) 

shift supervisor 

C) 

chief executive officer 

D) 

project manager 

103) 

A manager's success is typically ________. 

103) 

_____ 

A) 

dependent on others' work performance 

B) 

dependent on how hard the manager works 

C) 

based on how skilled the manager is at the technical elements of the job 

D) 

how closely the manager supervises the employees 

104) 

A primary responsibility of managers is creating a work environment that ________. 

104) 

_____ 

A) 

is safe and well lit 

B) 

allows employees to do their work to the best of their ability 

C) 

provides excellent customer service 

D) 

is clean and organized 

105) 

Which of the following represents a challenge of management? 

105) 

_____ 

A) 

enjoy relatively easy work 

B) 

work with a variety of people 

C) 

have to deal with a variety of personalities 

D) 

have little influence on organizational outcomes 

106) 

Each of the following represents a challenge of management except ________. 

106) 

_____ 

A) 

success depends on others' performance 

B) 

must motivate workers in uncertain situations 

C) 

must operate with limited resources 

D) 

are highly valued by organizations 

107) 

All of these have influenced Arab managerial thought except  ________. 

107) 

_____ 

A) 

Western influences 

B) 

Religion 

C) 

Southeast Asian immigration waves to the Gulf region 

D) 

Tribal and familial traditions 

108) 

The following empire has had the most impact on managerial practices in the Arab world 

108) 

_____ 

A) 

Roman Empire 

B) 

Persian Empire 

C) 

Ottoman Empire 

D) 

Pharaohs 

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.

109) 

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) ________. 

109) 

_____ 

A) 

business unit 

B) 

holding company 

C) 

multinational company 

D) 

organization 

110) 

One of the first things the engineers need to learn is that ________ are the people who direct the activities of others in an organization. 

110) 

_____ 

A) 

managers 

B) 

directors 

C) 

subordinates 

D) 

line workers 

111) 

Another fact that engineers need to learn is that supervisors may frequently be referred to as ________. 

111) 

_____ 

A) 

project leaders 

B) 

first-line managers 

C) 

top managers 

D) 

middle managers 

112) 

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 ________. 

112) 

_____ 

A) 

personal achievement 

B) 

helping others accomplish their work goals 

C) 

supervising groups rather than individual employees 

D) 

the performance of clerical duties 

The Customer Meeting (Scenario)

Samer, a production supervisor, is responsible for 10 employees who assemble components into a finished product that is sold to distributors. Samer reports to Bassem, a production manager, who in turn reports to Hani, a general manager, who reports to Jamil, a vice president of operations. Recently, Jamil asked Hani to have a meeting with Samer and Bassem 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.

113) 

What is the commonality among Samer, Bassem, Hani, and Jamil? 

113) 

_____ 

A) 

They all produce the same product. 

B) 

They all have the same vision. 

C) 

They all are managers. 

D) 

They all have the same job content. 

114) 

Samer is considered to be what level of management? 

114) 

_____ 

A) 

middle manager 

B) 

top manager 

C) 

superintendent of assembly 

D) 

first-line manager 

115) 

Bassem and Hani are considered to be what level of management? 

115) 

_____ 

A) 

top managers 

B) 

superintendents of assembly 

C) 

middle managers 

D) 

first-line managers 

116) 

Jamil is considered to be what level of management? 

116) 

_____ 

A) 

top manager 

B) 

middle manager 

C) 

first-line manager 

D) 

superintendent of assembly 

117) 

The structure of the managerial relationships among Jamil, Hani, Bassem, and Samer can best be described as a ________. 

117) 

_____ 

A) 

traditional pyramid structure 

B) 

flexible work group 

C) 

communication hub 

D) 

innovative nuclear structure 

The Perfect Manager (Scenario)

Sarah 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 employees 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."

118) 

Sarah's ability to complete activities efficiently and effectively with and through other people is known as ________. 

118) 

_____ 

A) 

management 

B) 

delegation 

C) 

coercion 

D) 

leadership 

119) 

Sarah's ability to produce the same amount of product with fewer personnel is a reflection of her ________. 

119) 

_____ 

A) 

efficiency 

B) 

process skills 

C) 

leadership 

D) 

effectiveness 

120) 

The fact that Sarah completes her projects is an indication of her ________ as a manager. 

120) 

_____ 

A) 

attention to detail 

B) 

leadership 

C) 

efficiency 

D) 

effectiveness 

121) 

If Sarah 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 ________. 

121) 

_____ 

A) 

effective, but not efficient 

B) 

a leader, but not a top manager 

C) 

project oriented, but not effective 

D) 

efficient, but not effective 

122) 

The "management functions" exemplified by Sarah include all but which of the following? 

122) 

_____ 

A) 

organizing 

B) 

calibrating 

C) 

planning 

D) 

controlling 

Yusuf the Manager (Scenario)

As a production supervisor, Yusuf 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, Yusuf checks the amount of output that the employees have completed and the number of units that have been rejected.

123) 

When Yusuf 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? 

123) 

_____ 

A) 

organizing 

B) 

planning 

C) 

controlling 

D) 

leading 

124) 

When Yusuf 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? 

124) 

_____ 

A) 

leading 

B) 

planning 

C) 

controlling 

D) 

organizing 

125) 

When Yusuf 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? 

125) 

_____ 

A) 

leading 

B) 

controlling 

C) 

organizing 

D) 

planning 

The Busy Day (Scenario)

Munir Jamil, 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 the second to a group of Control Systems managers . Munir then has a meeting with the unit manager, Fadi, to discuss Fadi's recent drop in performance (a task Munir always hates). Next, Munir 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.

126) 

Together, all of the functions that Munir performs during his busy day correspond to the management roles discovered in the late 1960s by which one of the following management researchers? 

126) 

_____ 

A) 

Skinner 

B) 

Fayol 

C) 

Herzberg 

D) 

Mintzberg 

127) 

When Munir conducts the tour for the Control Systems managers, he will be operating in which of the management roles? 

127) 

_____ 

A) 

figurehead 

B) 

liaison 

C) 

leader 

D) 

monitor 

128) 

When Munir meets with Fadi to discuss Fadi's performance issues, Munir will be operating in which management role? 

128) 

_____ 

A) 

leader 

B) 

disturbance handler 

C) 

monitor 

D) 

figurehead 

129) 

What role will Munir be performing when he gives the plant tour to the newspaper reporter? 

129) 

_____ 

A) 

spokesperson 

B) 

figurehead 

C) 

monitor 

D) 

disseminator 

130) 

When Munir reviews the new equipment malfunction, what management role will he play when deciding whether to bring in extra people? 

130) 

_____ 

A) 

resource allocator 

B) 

disseminator 

C) 

disturbance handler 

D) 

monitor 

The General Manager (Scenario)

Jamal is the general manager of a production facility. In a routine day, Jamal might meet with city officials or civic leaders about environmental issues, due to the plants presence in the community. After these meetings, he will then meet with the plant's functional managers to discuss the concerns expressed by the city representatives. Other times, Jamal might meet with the production manager, Basma, and the human resource manager, Rana, to discuss a complaint filed by one of the employees in a production department. Jamal might also spend time on the Internet looking for new technologies that can be used in the production processes of his plant.

131) 

When Jamal gains information from city officials or civic leaders to learn how the plant's operations may be affecting the environment, he is performing which management role? 

131) 

_____ 

A) 

resource allocator 

B) 

leader 

C) 

monitor 

D) 

entrepreneur 

132) 

When Jamal meets with Basma and Rana to discuss a complaint filed by one of the employees in a production department, he is performing which management role? 

132) 

_____ 

A) 

liaison 

B) 

resource allocator 

C) 

disturbance handler 

D) 

figurehead 

133) 

When Jamal meets with the functional managers to share with them the results of the meeting with city officials or civic leaders, he is performing which management role? 

133) 

_____ 

A) 

negotiator 

B) 

disturbance handler 

C) 

liaison 

D) 

disseminator 

134) 

When Jamal 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? 

134) 

_____ 

A) 

leader 

B) 

disturbance handler 

C) 

entrepreneur 

D) 

spokesperson 

135) 

Jamal's search for new technologies that can be used in the production processes of his plant is an example of which type of management role? 

135) 

_____ 

A) 

decisional 

B) 

controlling 

C) 

informational 

D) 

interpersonal 

136) 

Jamal's search for new technologies that can be used in the production processes of his plant is an example of which type of management skill? 

136) 

_____ 

A) 

conceptual 

B) 

effectiveness 

C) 

interpersonal 

D) 

communication 

ESSAY.  Write your answer in the space provided or on a separate sheet of paper. 

137) 

In a short essay, explain how the definition of a manager has changed over time. Provide an example that illustrates the current definition. 

138) 

In a short essay, describe the similarities and differences between managerial and nonmanagerial positions in today's work environment. 

139) 

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

140) 

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

141) 

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

142) 

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. 

143) 

In a short essay, discuss which approach is more useful for describing the job of a managerfunctions or roles? Describe the contributions of both approaches. 

144) 

In a short essay, describe the three main types of managerial skills identified by Robert Katz. Which skills are most important to each level of management, and why? 

145) 

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

146) 

In a short essay, discuss in what ways Arab managers resemble  managers from other parts of the world and in what ways they differ. 

 

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TRUE 

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FALSE 

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A 

137) 

Managers used to be defined as the organizational members who told others what to do and how to do it. In the past, it was easy to differentiate managers from nonmanagerial employees. Nonmanagers were organizational members who worked directly on a job or task and had no one reporting to them. Managers were those who supervised other employees.

Today, the changing nature of organizations and work has blurred the distinction between managers and nonmanagerial employees. Many traditional nonmanagerial jobs now include managerial activities. For example, managerial responsibilities are shared by managers and team members at General Cable Corporation's facility in Moose Jaw, Saskatchewan, Canada. Most of the employees at Moose Jaw are cross-trained and multi-skilled. Within a single shift, an employee can be a team leader, equipment operator, maintenance technician, quality inspector, or improvement planner. 

138) 

a.	SimilaritiesIn today's work force, both managers and nonmanagers may at times have responsibility for certain managerial activities. In addition, like nonmanagerial employees, managers may carry out some duties that do not involve supervising others.
b.	DifferencesA nonmanager's job tends to be focused on personal achievement. By contrast, a manager's job is not about personal achievement but rather helping others to do their work. In addition, nonmanagers focus primarily on accomplishing specific tasks. Managers may have their own tasks to accomplish, but they also focus on coordinating the work of others. 

139) 

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. First-line managers 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. 

140) 

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 HON Company plant in Cedartown, Georgia, where employees make and assemble steel and wooden office furniture, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasing the amount of time 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 HON factory, goals included meeting customers' increasingly stringent needs, executing world-class manufacturing strategies, and making employee jobs easier and safer. Through various work methods and 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. 

141) 

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. 

142) 

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. 

143) 

Fayol's functions approach represents the most useful way of describing the manager's job. This is because Fayol's functions provide "clear and discrete methods" of classifying management activities and techniques. Though less effective than the functions approach, Mintzberg's roles approach does offer important insights into managers' work. Many of his roles align well with one or more of the functions. For instance, resource allocation is part of planning, as is the entrepreneurial role, and all three of the interpersonal roles are part of the leading function. 

144) 

a.	Research by Robert L. Katz concluded that managers needed three essential skills. These are technical skills, human skills, and conceptual skills. Technical skills are the job-specific knowledge and techniques needed to perform specific tasks proficiently. Human skills involve the ability to work well with other people both individually and in a group. Conceptual skills are the skills managers use to think and to conceptualize about abstract and complex situations.
b.	Technical skills tend to be more important for lower-level managers. This is because lower-level managers typically manage employees who use tools and techniques to produce the organization's products and services. Human skills are equally important at all levels of management, because all managers must deal directly with people. Conceptual skills are most important at top levels of management. Managers at top levels must use conceptual skills to see the organization as a whole, to understand the relationships among various subunits, and to visualize how the organization fits into its broader environment. 

145) 

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 

146) 

The Arab manager, like any other manager, plans, organizes, leads, and controls. This is shared by all managers who want to be effective and efficient. Arab managers cannot escape from the necessity of properly accessing those functions and the skills associated with them. Additionally, Arab managers, like other managers across the world, can be subject to Western influences, as many are educated in Western-style schools or receive their training in global organizations where they are exposed to other cultures and managerial styles.

Yet Arab culture, including religion and tribal or familial affiliations, is heavily reflected in the Arab manager's approach, leaving distinctive marks on their organizations. These marks are sometimes positive and sometimes negative, sometimes productive and sometimes destructive.  For example, many Arab managers may like to operate their businesses as they do their family, in reflection of the importance given to social networks in the Arab world.  This is good until such networks get in the way of proper functioning of the organization. Understanding the features of Arab culture is always important, as it helps current and future managers build on the useful points and avoid the unconstructive ones.