MGT 500 Final Exam – Strayer New
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MGT 500 Week 11 Final Exam
Solution – Perfect Score
Chapter 1—Innovative
Management for a Changing World
TRUE/FALSE
1. The nature of management is to control and
dictate others in an organization.
ANS: PTS: 1 DIF: 2 REF: 3-4
NAT: AACSB Analytic | Motivation Concepts TYP: F
2. Managers need a new approach that relies less
on command and control and more on communication and coordination, in the new
world of work.
ANS: PTS: 1 DIF: 2 REF: 4
NAT: AACSB Communication | Environmental Influence TYP: F
3. In today’s turbulent and hypercompetitive
global environment, managers must help their companies innovate more than ever.
ANS: PTS: 1 DIF: 2 REF: 4
NAT: AACSB Analytic | Creation of Value TYP: F
4. The late famed management theorist Peter
Drucker is often credited with creating the modern study of management.
ANS: PTS: 1 DIF: 2 REF: 5
NAT: AACSB Analytic | Leadership Principles TYP: F
5. Managers get things done by coordinating and
motivating other people.
ANS: PTS: 1 DIF: 2 REF: 6
NAT: AACSB Analytic | Leadership Principles TYP: F
6. The attainment of organizational goals
through planning, organizing, leading and controlling reflects the essence of
the management process.
ANS: PTS: 1 DIF: 1 REF: 6
NAT: AACSB Analytic | Leadership Principles TYP: F
7. Where the organization wants to be in the
future and how to get there defines controlling.
ANS: PTS: 1 DIF: 1 REF: 7
NAT: AACSB Analytic | Leadership Principles TYP: F
8. Organizing means defining goals for future
organizational performance and deciding on the tasks and resources needed to
attain them.
ANS: PTS: 1 DIF: 2 REF: 7
NAT: AACSB Analytic | Leadership Principles TYP: F
9. Leading is the use of influence to motivate
employees to achieve organizational goals.
ANS: PTS: 1 DIF: 1 REF: 8
NAT: AACSB Analytic | Leadership Principles TYP: F
10. The use of influence to motivate employees to achieve
organizational goals defines organizing.
ANS: PTS: 1 DIF: 1 REF: 8
NAT: AACSB Analytic | Leadership Principles TYP: F
11. How an organization goes about accomplishing a plan is a key part
of the management function of controlling.
ANS: PTS: 1 DIF: 1 REF: 8
NAT: AACSB Analytic | Leadership Principles TYP: F
12. Using influence to motivate employees describes the management
function of leading.
ANS: PTS: 1 DIF: 1 REF: 8
NAT: AACSB Analytic | Leadership Principles TYP: F
13. The use of influence to motivate employees to achieve the
organization's goals refers to controlling.
ANS: PTS: 1 DIF: 1 REF: 8
NAT: AACSB Analytic | Leadership Principles TYP: F
14. Organizing means creating a shared culture and values.
ANS: PTS: 1 DIF: 2 REF: 8
NAT: AACSB Analytic | Leadership Principles TYP: F
15. Controlling involves monitoring employee's activities and taking
corrective action as necessary.
ANS: PTS: 1 DIF: 1 REF: 8
NAT: AACSB Analytic | Leadership Principles TYP: F
16. An organization is a social entity that is goal directed and
deliberately structured.
ANS: PTS: 1 DIF: 1 REF: 9
NAT: AACSB Analytic | Creation of Value TYP: F
17. In the definition of an organization, deliberately structured
means being made up of two or more people and designed to achieve some
outcomes.
ANS: PTS: 1 DIF: 1 REF: 9
NAT: AACSB Analytic | Creation of Value TYP: F
18. Efficiency refers to the degree to which the organization achieves
a stated objective.
ANS: PTS: 1 DIF: 1 REF: 9
NAT: AACSB Analytic | Creation of Value TYP: F
19. Efficiency can be calculated as the amount of resources used to
produce a product or service.
ANS: PTS: 1 DIF: 1 REF: 9
NAT: AACSB Analytic | Creation of Value TYP: F
20. To perform effectively, all managers must possess conceptual,
human, and technical skills, though the degree of each skill necessary at
different levels of an organization may vary.
ANS: PTS: 1 DIF: 2 REF: 10
NAT: AACSB Analytic | HRM TYP: F
21. All managers have to pay attention to costs and according to
research, the best way to improve organizational effectiveness is by severe
cost cutting.
ANS: PTS: 1 DIF: 2 REF: 10
NAT: AACSB Analytic | Strategy TYP: F
22. Human skill is the cognitive ability to see the organization as a
whole system and the relationships among its parts.
ANS: PTS: 1 DIF: 2 REF: 10
NAT: AACSB Reflective Thinking | Leadership Principles TYP: F
23. Only the top managers in organizations need conceptual skills
since it involves planning.
ANS: PTS: 1 DIF: 2 REF: 10
NAT: AACSB Analytic | HRM TYP: F
24. A manager's ability to work with and through other people and to
work effectively as a group member is called human skills.
ANS: PTS: 1 DIF: 1 REF: 11
NAT: AACSB Analytic | HRM TYP: F
25. Technical skills are most important at lower organizational levels
while human skills become more important as managers move up the organizational
hierarchy.
ANS: PTS: 1 DIF: 2 REF: 11
NAT: AACSB Analytic | HRM TYP: F
26. Technical skills are utilized in the understanding and proficiency
of general tasks.
ANS: PTS: 1 DIF: 1 REF: 11
NAT: AACSB Analytic | HRM TYP: F
27. One of the biggest mistakes during turbulent times is managers'
failure to comprehend and adapt to the rapid pace of change in the world around
them.
ANS: PTS: 1 DIF: 2 REF: 12
NAT: AACSB Analytic | Leadership Principles TYP: F
28. Managers use conceptual, human, and technical skills to perform
the four management functions of planning, organizing, leading, and controlling
in all organizations.
ANS: PTS: 1 DIF: 2 REF: 13
NAT: AACSB Analytic | HRM TYP: F
29. First-line managers are responsible for setting organizational
goals, defining strategies for achieving them, monitoring and interpreting the
external environment, and making decisions that affect the entire organization.
ANS: PTS: 1 DIF: 2 REF: 14
NAT: AACSB Analytic | Strategy TYP: F
30. Middle managers are responsible for setting organizational goals,
defining strategies for achieving them, and making decisions that affect the
entire organization.
ANS: PTS: 1 DIF: 2 REF: 14
NAT: AACSB Analytic | Creation of Value TYP: F
31. Antonio is head of the advertising department at Terrific Tortillas,
Inc. He can be described as a general manager.
ANS: PTS: 1 DIF: 3 REF: 14
NAT: AACSB Analytic | Creation of Value TYP: A
32. Juan, as a manager, is generally concerned with the near future
and is expected to establish good relationships with peers around the
organization, encourage teamwork, and resolve conflicts. Juan can be described
as a middle manager.
ANS: PTS: 1 DIF: 3 REF: 14
NAT: AACSB Analytic | Creation of Value TYP: A
33. Given the significantly reduced importance of the middle manager's
jobs in today's workplace, these levels have been eliminated in organizations.
ANS: PTS: 1 DIF: 2 REF: 14
NAT: AACSB Analytic | Creation of Value TYP: F
34. First line managers are the managers who have the responsibility
for making the significant strategic policy decisions, often with staff
managers assisting them in these decisions.
ANS: PTS: 1 DIF: 2 REF: 14
NAT: AACSB Analytic | Creation of Value TYP: F
35. Staff managers are responsible for the manufacturing and marketing
departments that make or sell the products or services.
ANS: PTS: 1 DIF: 2 REF: 15
NAT: AACSB Analytic | Creation of Value TYP: F
36. According to research, managers most enjoy activities such as
leading others, networking, and leading innovation.
ANS: PTS: 1 DIF: 1 REF: 16
NAT: AACSB Analytic | Leadership Principles TYP: F
37. Manager least enjoy activities such as controlling subordinates
and managing time pressures.
ANS: PTS: 1 DIF: 2 REF: 16
NAT: AACSB Analytic | Leadership Principles TYP: F
38. A general manager is responsible for a self-contained division.
ANS: PTS: 1 DIF: 2 REF: 15
NAT: AACSB Analytic | Leadership Principles TYP: F
39. The individual performer is a generalist and coordinates a broad
range of activities.
ANS: PTS: 1 DIF: 2 REF: 17
NAT: AACSB Analytic | Leadership Principles TYP: F
40. The manager is a specialist and a "doer."
ANS: PTS: 1 DIF: 2 REF: 17
NAT: AACSB Analytic | Leadership Principles TYP: F
41. Becoming a successful manager means thinking in terms of building teams
and networks, becoming a motivator and organizer within a highly interdependent
system of people and work.
ANS: PTS: 1 DIF: 1 REF: 17
NAT: AACSB Analytic | HRM TYP: F
42. Manager's Shoptalk in Chapter 1 asks you to consider issues such
as the increased workload and the challenge of supervising former peers to help
you decide if you really want to become a manager.
ANS: PTS: 1 DIF: 2 REF: 18
NAT: AACSB Analytic | Leadership Principles TYP: F
43. Managerial activity is often characterized by routine, continuity,
and lengthy time-frame.
ANS: PTS: 1 DIF: 1 REF: 19
NAT: AACSB Analytic | HRM TYP: F
44. A manager forwards information to other organization members in
the disseminator role.
ANS: PTS: 1 DIF: 1 REF: 20-21
NAT: AACSB Analytic | Leadership Principles TYP: F
45. In the spokesperson role, a manager forwards information to other
organization members.
ANS: PTS: 1 DIF: 2 REF: 21
NAT: AACSB Analytic | Leadership Principles TYP: F
46. The interpersonal roles performed by managers include figurehead,
leader, and liaison.
ANS: PTS: 1 DIF: 1 REF: 21
NAT: AACSB Analytic | Leadership Principles TYP: F
47. The informational roles that managers perform include monitor,
disseminator, and spokesperson.
ANS: PTS: 1 DIF: 1 REF: 21
NAT: AACSB Analytic | Leadership Principles TYP: F
48. The monitor role involves the initiation of change.
ANS: PTS: 1 DIF: 2 REF: 21
NAT: AACSB Analytic | Leadership Principles TYP: F
49. In the figurehead role, the manager performs ceremonial and symbolic
duties.
ANS: PTS: 1 DIF: 2 REF: 21
NAT: AACSB Analytic | Leadership Principles TYP: F
50. The disturbance handler role involves the initiation of change,
thinking about the future and how to get there.
ANS: PTS: 1 DIF: 2 REF: 21
NAT: AACSB Analytic | Leadership Principles TYP: F
51. Fortunately for managers, the disseminator and spokesperson roles
are identical.
ANS: PTS: 1 DIF: 1 REF: 21
NAT: AACSB Reflective Thinking | HRM TYP: F
52. Managers in small businesses tend to emphasize roles different
from those of managers in large corporations.
ANS: PTS: 1 DIF: 1 REF: 23
NAT: AACSB Analytic | HRM TYP: F
53. Not-for-profit organizations, such as The Red Cross and the Girl
Scouts, represent a major application of management talent.
ANS: PTS: 1 DIF: 1 REF: 23
NAT: AACSB Analytic | HRM TYP: F
54. We might expect managers in nonprofit organizations to place more
emphasis on the roles of spokesperson, leader, and resource allocator.
ANS: PTS: 1 DIF: 1 REF: 24
NAT: AACSB Analytic | Leadership Principles TYP: F
55. Managers in not-for-profit organizations, according to research,
should place less emphasis on the roles of spokesperson, leader, and resource
allocator.
ANS: PTS: 1 DIF: 2 REF: 24
NAT: AACSB Analytic | HRM TYP: F
56. One of the most striking changes affecting organizations and
management is technology.
ANS: PTS: 1 DIF: 2 REF: 24
NAT: AACSB Analytic | Environmental Influence TYP: F
57. In the new workplace, the valued worker is one who learns quickly,
shares knowledge, and is comfortable with risk, change, and ambiguity.
ANS: PTS: 1 DIF: 2 REF: 26
NAT: AACSB Analytic | HRM TYP: F
58. The primary characteristic of the new workplace is that it is
centered on loyal and homogeneous employees.
ANS: PTS: 1 DIF: 2 REF: 26
NAT: AACSB Analytic | Environmental Influence TYP: F
59. The new workplace is organized around networks rather than rigid
hierarchies, and work is often virtual.
ANS: PTS: 1 DIF: 2 REF: 26
NAT: AACSB Analytic | Environmental Influence TYP: F
60. Organizations are increasingly shifting significant chunks of what
were once considered core functions to outsiders via outsourcing, joint
ventures, and other complex alliances.
ANS: PTS: 1 DIF: 1 REF: 24
NAT: AACSB Analytic | Creation of Value TYP: F
61. In the new workplace, managers should focus on developing
teamwork, collaboration, and teamwork.
ANS: PTS: 1 DIF: 1 REF: 26
NAT: AACSB Analytic | HRM TYP: F
62. Success in the new workplace depends on the strength and quality
of independent employees.
ANS: PTS: 1 DIF: 1 REF: 26
NAT: AACSB Analytic | HRM TYP: F
63. Organizations are learning to value stability and efficiency over
change and speed because of changes in technology, globalization, and
diversity.
ANS: PTS: 1 DIF: 2 REF: 24-25
NAT: AACSB Technology | Environmental Influence TYP: F
64. Companies can survive over the long run without innovation as long
as they are successful imitators.
ANS: PTS: 1 DIF: 2 REF: 4
NAT: AACSB Analytic | Creation of Value TYP: F
65. Despite the need for companies to control costs in today’s
economy, innovation has become the new imperative.
ANS: PTS: 1 DIF: 2 REF: 5
NAT: AACSB Analytic | Creation of Value TYP: F
66. Recognizing the value of employees involves the organizing role of
management.
ANS: PTS: 1 DIF: 2 REF: 6
NAT: AACSB Analytic | Leadership Principles TYP: F
67. Resources such as efficiency and effectiveness are used by
managers to attain organizational goals.
ANS: PTS: 1 DIF: 2 REF: 7
NAT: AACSB Analytic | Creation of Value TYP: F
68. Allocating resources across the organization is part of the
organizing management function.
ANS: PTS: 1 DIF: 2 REF: 7
NAT: AACSB Analytic | Operations Management TYP: F
69. An important phase within the controlling function of management
is making corrections when necessary.
ANS: PTS: 1 DIF: 2 REF: 8
NAT: AACSB Analytic | Operations Management TYP: F
70. When an organization is deliberately structured, it is designed to
achieve some outcome, such as making a profit.
ANS: PTS: 1 DIF: 2 REF: 9
NAT: AACSB Analytic | Creation of Value TYP: F
71. By calculating the amount of resources used to produce a single
automobile at a manufacturing plant, managers are determining organizational
effectiveness.
ANS: PTS: 1 DIF: 2 REF: 9
NAT: AACSB Analytic | Creation of Value TYP: A
72. The ultimate responsibility of managers is to achieve high
performance by balancing efficiency and effectiveness.
ANS: PTS: 1 DIF: 1 REF: 10
NAT: AACSB Analytic | Creation of Value TYP: F
73. The ability to motivate others is considered a technical
management skill.
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