Chapter 1-Managing and the Manager's Job
1. An organization is a group of people working together in a structured
and coordinated fashion to achieve a set of goals.
2. A cross country running team is an example of an organization.
3. An exam
1. Ethics are cultural beliefs about whether behavior, actions, or
decisions are right or wrong.
2. After Japan won the World Cup one of its players apologized profusely
for appearing to criticize the
Chapter 8-Managing Strategy and Strategic
1. Devising successful strategies is a simple task.
2. In general, a well-conceived strategy addresses three areas: distinctive
competence, scope, and resource
Chapter 11-Basic Elements of Organizing
1. Job design can be defined as deciding how best to group
organizational activities and resources.
2. Organization structure is the manner in which basic organizational
components such as strategy, tactic
Chapter 3-The Environment and Culture of
1. Effective management recognizes the key elements of its environment
and its ideal alignment and works to
achieve and maintain that alignment.
2. Task environments are the same from organiz
Chapter 2-Traditional and Contemporary Issues
1. Theory is abstract and of no practical use in today's environment.
2. Theory and history are important only to top managers today.
3. History is simply a conceptual framework for
Chapter 2/The Evolution of Management Thinking
Chapter 2The Evolution of Management Thinking
1. A(n) _ perspective provides a broader way of thinking, a way of searching for patterns
and determining whether they recur across time periods.
Formation and Entrepreneurship
1. Entrepreneurship is the process of planning, organizing, leading, and
2. A small business can only have one owner.
3. Professional managers, whose job is runnin
Chapter 1Innovative Management for Turbulent Times
1. The nature of management is to cope with _ and far-reaching challenges.
2. Managers, in today's work environment, rely less on _ and more on _
Chapter 6/Managerial Planning and Goal Setting
Chapter 6Managerial Planning and Goal Setting
1. _ refers to a desired future state that an organization attempts to realize?
2. _ specify
74 Chapter 11/Managing Human Resources
Chapter 11Managing Human Resources
1. _ refers to the activities undertaken to attract, develop, and maintain an effective
workforce within an organization.
Human resource management
Chapter 5/Managing Ethics and Social Responsibility
Chapter 5Managing Ethics and Social Responsibility
1. Which of the following refers to the code of moral principles and values that govern
behaviors with respect to what is right and wrong?
Chapter 10/Managing Change and Innovation
Chapter 10Managing Change and Innovation
1. The adoption of a new idea or behavior by an organization is known as organizational
Chapter 17/Leading Teams
Chapter 17Leading Teams
1. Which of the following refers to a unit of two or more people who interact and coordinate their work
to accomplish a specific objective?
a. An organization
b. A team
c. A committee
d. A council
Chapter 13/Dynamics of Behavior in Organizations
Chapter 13Dynamics of Behavior in Organizations
1. An interdisciplinary field dedicated to the study of how individuals and groups tend to act in organizations
b. vocational coun
Chapter 9/Designing Adaptive Organizations
Chapter 9Designing Adaptive Organizations
1. Which of the following refers to the deployment of organizational resources to achieve
Chapter 4/Managing in a Global Environment
Chapter 4Managing in a Global Environment
1. A(n) _ and _ experience are fast becoming prerequisites for managerial success.
domestic mind-set; leadership
global mind-set; international
154 Chapter 14/Leadership
1. _ is the ability to influence people toward the attainment of organizational goals.
e. Organizational citizenship
2. All of the following are essenti
Chapter 8/Managerial Decision Making
Chapter 8Managerial Decision Making
1. Managers are often referred to as
unnecessary layer of employees.
2. _ is a vital part of g
214 Chapter 16/Managing Communication
Chapter 16Managing Communication
1. _ refers to dialogue across boundaries and hierarchical levels about the team or organization's
vision, critical strategic themes, and values that help achieve important goals.
Chapter 12/Managing Diversity
Chapter 12Managing Diversity
1. All of the following are changes that are reshaping our workforce EXCEPT
a. aging workforce.
b. growth in Hispanic and Asian workers.
c. minority purchasing power.
d. growth in foreign-born
Chapter 7/Strategy Formulation and Implementation
Chapter 7Strategy Formulation and Implementation
1. The set of decisions and actions used to formulate and implement strategies that will
provide a competitively superior fit between the organization a
Chapter 18/Managing Quality and Performance
Chapter 18Managing Quality and Performance
1. Which of the following is the systematic process through which managers regulate organizational
a. Strategic planning
b. Organizational control
Chapter 19-Managing Work Groups and
1. Groups are the basis for much of the work that gets done, and they
evolve both inside and outside the normal
structural boundaries of the organization.
2. Three basic kinds of groups are found in organ
Answers for Mid Term Test Exercise Questions
5) Which of the four types of transformational leadership behaviour are displayed by
Ferguson? Provide examples.
One of the types of transformational behaviour leadership that displayed by Ferguson
is Idealized Influence. The meaning of idealized influenc
Chapter 22-Managing Information and Information Technology
1. Managers are constantly bombarded with data and information.
2. IT does not include software.
3. Data does not lie. Sometimes users of data manipulate or misread it.
Relations and Communication
1. Interpersonal relations, communication, and group processes are a
pervasive part of all organizations and a
vital part of all managerial activities.
2. The nature of interpersonal r
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Inaccuracies or incomplete
information in the survey file could
lead to rework of the design.
A design change that is outside of the
parameters contemplated in the
Environmental Document triggers a
supplemental Environmental Impact