Title: Management
Course: Demo 1

Q: Skills that allow you to get along with and motivate other people are:
- technical skills
- conceptual skills
- interpersonal skills
A: interpersonal skills

Q: Skills you need to master in order to perform specific tasks are:
- interpersonal skills
- organizational skills
- technical skills
A: technical skills

Q: The ability to reason abstractly and analyze complex situations is known as:
- technical skills
- organizational skills
- conceptual skills
A: conceptual skills

Q: Conceptual skills are most essential for:
- lower-level managers and employees
- mid-level managers
- top-level managers
A: top-level managers

Q: Regardless of their level in the organization, all managers need strong:
- communication, decision-making and time management skills
- interpersonal, communication and time management skills
- conceptual, interpersonal and decision-making skills
A: communication, decision-making and time management skills; interpersonal, communication and time management skills

Q: You have just been promoted from a supervisory role to a mid-level management position overseeing several work teams. You are eager to strengthen your managerial skill set to meet the challenges of your new role. What skill set should be your particular focus in this role as you foster teamwork, manage conflict and encourage improvement?
- technical skills
- conceptual skills
- interpersonal skills
A: interpersonal skills

Q: A manager with strong problem-solving skills:
- follows a systematic process to research the problem, generate and implement a solution
- monitors their choice after implementing a solution to ensure it is effective
- is always able to jump to a solution quickly
A: follows a systematic process to research the problem, generate and implement a solution; monitors their choice after implementing a solution to ensure it is effective

Q: Managers engage in planning, organizing, directing and controlling ________ in order to achieve ________.
- subordinates; revenues
- communications; profitability
- resources; specific goals
A: resources; specific goals

Q: In his managerial role, Carl starts every project with a session focused on goal-setting and dialogue among team members about the best approach for achieving these goals. This activity is part of which primary function of management?
- controlling
- directing
- planning
A: planning

Q: Allocating resources including people, equipment and money to carry out the company’s plans is the ________ function of management.
- controlling
- planning
- organizing
A: organizing

Q: As a manager, Carl spends a lot of his time helping employees to focus on their work tasks and identify and overcome obstacles. He also ensures that they understand how their efforts contribute to the success of the organization and that they're motivated to make progress. These activities are a part of which primary function of management?
- controlling
- organizing
- directing
A: directing

Q: Comparing actual to expected performance and taking corrective action to improve results is part of which primary management function?
- organizing
- directing
- controlling
A: controlling

Q: The four primary functions of management:
- vary somewhat between companies, non-profit and government organizations
- really depend on each organization’s own goals, culture and objectives
- are the same for companies, non-profit and government organizations
A: are the same for companies, non-profit and government organizations

Q: The process of establishing an overall course of action for the company and aligning it to the company’s mission and values is known as;
- tactical planning
- contingency planning
- strategic planning
A: strategic planning

Q: The SWOT analysis examines an organization’s:
- sales, working capital, operating expenses and taxes
- strengths, weaknesses, operations and tactics
- strengths, weaknesses, opportunities and threats
A: strengths, weaknesses, opportunities and threats

Q: ________ are fundamental beliefs about what’s important. They guide members of the organization in determining what is and isn’t appropriate in conducting company activities.
- brand attributes
- goals and objectives
- core values
A: core values

Q: What is the purpose of a mission statement?
- It explains how the company was created.
- It defines who will do what in the company.
- It describes the purpose of the organization.
A: It describes the purpose of the organization.

Q: A company's mission statement should have what effect on its employees?
- Tt should instill fear and uncertainty.
- It should prompt employees to get additional training in order to stay at the workplace.
- It should inspire employees and resonate with their inner motivations.
A: It should inspire employees and resonate with their inner motivations.

Q: In the SWOT analysis, the initial focus on assessing the external environment helps managers better identify:
- threats to the company’s success
- opportunities that could benefit the company
- specific staffing and resource needs
A: threats to the company’s success; opportunities that could benefit the company

Q: Managers use the SWOT analysis to:
- realign the organization’s goals and objectives relative to the current business environment
- capitalize on opportunities by taking advantage of organizational strengths
- protect the organization from internal weaknesses and external threats that have been identified
A: realign the organization’s goals and objectives relative to the current business environment; capitalize on opportunities by taking advantage of organizational strengths; protect the organization from internal weaknesses and external threats that have been identified

Q: ________ are major accomplishments a firm wants to achieve over a longer period, while ________ are shorter-term performance targets aimed at achieving the ________.
- objectives; goals; objectives
- plans; objectives; goals
- goals; objectives; goals
A: goals; objectives; goals

Q: Tactical plans:
- break down strategic plans into manageable, shorter-term components
- specify activities and allocation of resources needed to implement the strategic plan
- provide highly detailed action steps to be taken by individuals or groups
A: break down strategic plans into manageable, shorter-term components; specify activities and allocation of resources needed to implement the strategic plan

Q: Contingency planning:
- trains teams to deal with emergencies and crises
- focus on providing detailed action steps that cover short periods (e.g., one week or one month)
- develops alternative courses of action in case anticipated change occurs
A: develops alternative courses of action in case anticipated change occurs

Q: During an emergency or crisis, an important focus of crisis management teams is to keep which stakeholder group(s) informed about the situation and the company’s response?
- employees
- news media and the general public
- government officials
A: employees; news media and the general public; government officials

Q: The organizing function of managers involves:
- assigning activities identified in the planning process to some person, team or department
- allocating resources needed to perform assigned activities
- determining strategic priorities for the organization as a whole
A: assigning activities identified in the planning process to some person, team or department; allocating resources needed to perform assigned activities

Q: An organizational chart:
- shows the span of control
- shows the interrelationships between positions in an organization
- shows employee compensation levels
A: shows the span of control; shows the interrelationships between positions in an organization

Q: The arrangement of people within an organization is known as the:
- span of control
- unity of command
- organizational structure
A: organizational structure

Q: The authority relationships among people working at different levels of an organization are called:
- span of control
- division structure
- chain of command
A: chain of command

Q: The number of subordinates reporting to a particular manager is called:
- span of operations
- span of command
- span of control
A: span of control

Q: Which of the following are divisional structure types commonly used in business organizations?
- product division structure
- geographical division structure
- marketing division structure
A: product division structure; geographical division structure

Q: Julian oversees the work of three team leaders at a software company. He reports to the vice president of operations. Based on this information, at which management level does Julian work?
- first-line management
- top management
- middle management
A: middle management

Q: Which of the following activities are the responsibility of top managers in an organization?
- overall health and performance of the organization
- setting objectives and performance targets
- scanning the external environment for opportunities and threats
A: overall health and performance of the organization; setting objectives and performance targets; scanning the external environment for opportunities and threats

Q: In building an organization structure, job specialization involves:
- grouping jobs into organizational units
- defining the chain of command
- dividing tasks into jobs
A: dividing tasks into jobs

Q: In building an organization structure, departmentalization involves:
- dividing tasks into jobs
- defining the chain of command
- grouping jobs into organizational units
A: grouping jobs into organizational units

Q: At the company where Cindy works, everyone works in units with people who perform similar jobs. All of Cindy’s accounting colleagues work in one department. All the marketing and sales people work in one department, as do all the people involved in producing the company’s apparel products. What type of organization is this?
- divisional organization
- matrix organization
- functional organization
A: functional organization

Q: Marco leads a unit focused on business-to-business sales of the specialty office furniture his company manufactures. His division includes teams that perform sales and marketing, accounting, product development and installation. Another company unit focuses on selling to retailers, designers and households. How does Marco’s employer structure this organization?
- functional organization
- process division structure
- customer division structure
A: customer division structure

Q: A leader sends out a directive that employees will work by rules set forth solely by the leader suggests which type of leadership style?
- democratic leadership
- laissez-faire leadership
- autocratic leadership
A: autocratic leadership

Q: An approach of open communication and collaborative decision making suggests which type of leadership?
- autocratic leadership
- laissez-faire leadership
- democratic leadership
A: democratic leadership

Q: Jasmine leads a team of six consultants who work with non-profit organizations to improve their effectiveness in marketing, fundraising, and public relations. Most of the time, her team members work autonomously on client accounts. Jasmine advises them on account planning and strategy, and she also assists with networking and relationship building to create new opportunities for the company and its clients. Jasmine has adopted a:
- democratic leadership style
- autocratic leadership style
- laissez-faire leadership style
A: laissez-faire leadership style

Q: Managers who adopt a ________ style communicate with subordinates about what is expected of them and what happens if they meet these objectives. Their attention tends to focus on identifying problems and disciplining employees for poor performance.
- transformational
- laissez-faire
- transactional
A: transactional

Q: Mentoring subordinates, working one-on-one to develop their team members professionally, and providing opportunities for challenge and growth are characteristics of which leadership style?
- transactional
- democratic
- transformational
A: transformational

Q: According to research cited in the reading, which type of leadership style produces better results for modern organizations that value information-sharing, team-building, and collaboration?
- transactional
- laissez-faire
- transformational
A: transformational

Q: From a managerial perspective, the controlling function involves:
- taking action to ensure subordinates’ activities contribute to organizational objectives
- ensuring performance does not deviate from standards
- manipulating employees’ attitudes, emotions and values
A: taking action to ensure subordinates’ activities contribute to organizational objectives; ensuring performance does not deviate from standards

Q: For managers to perform the controlling function effectively, they need:
- plans that provide company objectives and/or performance standards
- understanding of the causes for deviations from performance standards
- unilateral authority to make decisions and take corrective action
A: plans that provide company objectives and/or performance standards; understanding of the causes for deviations from performance standards

Q: The first three steps in the controlling process include:
- comparing performance to standards; setting standards; taking corrective action
- measuring performance; taking corrective action; revising performance standards
- setting standards; measuring performance; comparing performance to standards
A: setting standards; measuring performance; comparing performance to standards

Q: As part of the controlling function, managers should consider which of the following corrective actions?
- Adjusting performance standards to reflect the current business environment.
- Mentoring and developing employees professionally to improve skills and productivity.
- Manipulating employees’ attitudes and emotions so they are afraid of underperforming.
A: Adjusting performance standards to reflect the current business environment.; Mentoring and developing employees professionally to improve skills and productivity.

Q: Financial statements, sales reports, production results, customer satisfaction ratings and performance appraisals are all common tools managers use for:
- comparing actual performance with standards to identify deviations
- performance measurement
- media and public relations
A: comparing actual performance with standards to identify deviations; performance measurement

Q: Performance standards may be stated in terms of:
- money such as revenue, costs and profits
- productivity, such as units produced
- quality, such as quality levels or number of defective products
A: money such as revenue, costs and profits; productivity, such as units produced; quality, such as quality levels or number of defective products