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(p. 179) __________ is the art of utilizing organizational resources to accomplish goals at work. |
D. Management |
(p. 178) Management is more progressive today. There is more emphasis on: |
B. working in teams. |
(p. 178) One of the challenges facing today's managers is to: |
C. work with a more educated workforce. |
(p. 178) Today's progressive managers: |
B. emphasize teamwork and cooperation rather than discipline and order-giving. |
(p. 178) Which of the following statements comparing today's workers with those from earlier eras is most accurate? Compared to earlier workers, today's employees are: |
C. more willing to leave the firm to seek better opportunities. |
(p. 178) The revolution in management that is currently underway suggests that the most effective managers of the future will: |
D. emphasize team work. |
(p. 178) How are managers today different from managers in the past? |
D. Managers today emphasize teamwork |
(p. 180) Which of the following statements has resulted in changes in the role of management? |
B. The marketplace is becoming global, which increases both competition and opportunities for cooperation and integration |
(p. 179) One of the four primary functions of management is: |
A. controlling. |
(p. 179) The management function concerned with anticipating future trends and determining the best strategies to achieve an organization's goals and objectives is known as: |
C. planning. |
(p. 180) According to the "Reaching Beyond Our Borders" box in Chapter 7, Jack Welch, former CEO of General Electric, said the key problem companies face in addressing opportunities for in the global market is: |
C. the lack of professional managers at all levels to run operations. |
(p. 180) When managers work on creating conditions and systems to ensure that everything and everyone works together to achieve the organization's goals, they are involved in the __________ function of management. |
D. organizing |
(p. 181) __________ is the management function that involves determining whether an organization is progressing toward its goals, rewarding employees for doing a good job, and taking corrective action when they are not. |
B. Controlling |
(p. 179) ___________ is the management function that involves setting goals, strategies, and tactics for achieving the organization's goals and objectives. |
B. Planning |
(p. 180) ___________ is the management function of creating a vision for the organization and guiding, training, coaching, and motivating employees to help achieve the goals and objectives of the organization. |
C. Leading |
(p. 180) Which of the following goals best describes today's view of the organizing function? Organizing today focuses on: |
B. designing the organization around the customer. |
(p. 181) When managers determine that an organization is not making sufficient progress toward achieving its goals and objectives and they develop corrective measures, they are involved in: |
A. controlling. |
(p. 179) When managers identify a market trend that suggests a new opportunity and then devise a strategy to go after this new opportunity, they are involved in the function of: |
B. planning. |
(p. 180) Which of the following activities would be a part of the leading function of management? |
D. Training and coaching workers to help them understand their job and perform it effectively |
(p. 179) Which of the following activities is part of the planning function of management? |
B. Looking at market forecasts to identify future business opportunities and challenges |
(p. 180) Which of the following activities is part of the organizing function of management? |
C. Giving front-line workers additional resources needed to provide faster and better service to customers |
(p. 180) As a manager, two of Sylvia's strengths are her ability to communicate goals clearly, and her ability to guide, coach, and motivate workers. Based on these strengths, __________ is a management function that Sylvia is likely to be good at performing. |
C. Leading |
(p. 181) Amanda, a regional manager for Flairol Cosmetics, has just seen a report showing that sales in her region are trending lower than anticipated for the third quarter. Her next task is to determine the reason for the disappointing results and find a way to get sales up to their desired level. Amanda's efforts are part of the ____________ function of management. |
A. controlling |
(p. 181) A __________ is an overall explanation of why an organization exists and where it is trying to head. |
D. vision |
(p. 181) A vision for a company is: |
A. an explanation of why the company exists and where it wants to go. |
(p. 181) A meaningful mission statement should address topics such as the organization's: |
B. self-concept and company philosophy. |
(p. 181) Employees often work with managers to develop a(n) __________ that outlines the fundamental purposes of their organization. |
C. mission statement |
(p. 181) __________ involves setting the organization's vision, goals, and objectives. |
B. Planning |
(p. 181) ___________ are broad, long-term accomplishments an organization wants to achieve. |
A. Goals |
(p. 181) __________ are specific, short-term, measurable results an organization wants to achieve in order to fulfill its long term goals. |
C. Objectives |
(p. 182) A __________ analysis is used to help companies evaluate their internal strengths and weaknesses, and develop an awareness of external threats and opportunities. |
D. SWOT |
(p. 183) __________ planning determines the major goals of an organization and lays the foundation for obtaining and using resources to achieve those goals. |
A. Strategic |
(p. 184) The type of planning that is concerned with developing detailed short-term actions about what is to be done, who is to do it, and how it is to be done is known as __________ planning. |
D. tactical |
(p. 184) __________ planning prepares alternative courses of action that may be used if the primary plans are not achieving objectives. |
B. Contingency |
(p. 184) Tactical planning is concerned with: |
B. developing detailed strategies about what is to be done, who is to do it, and how it is to be done. |
(p. 184) Which of the following is involved in setting work standards and schedules needed to implement the firm's tactical objectives? |
C. Operational planning |
(p. 184) A(n) __________ would be used by a department manager as a tool for making daily and weekly assignments: |
A. operational plan |
(p. 184) Strategic planning looks at the organization as a whole, while ________ planning focuses on daily tasks and decisions. |
D. operational |
(p. 185) _________ planning is a part of contingency planning that is used to deal with sudden and unexpected changes in the business environment. |
A. Crisis |
(p. 185) __________ is choosing among two or more alternatives. |
B. Decision-making |
(p. 186) The first step in the rational decision-making model is to: |
D. define the situation. |
(p. 186) __________ is a problem solving technique that attempts to come up with as many solutions as possible in a short time without censoring the ideas. |
A. Brainstorming |
(p. 186) PMI is a: |
C. problem solving technique used to evaluate possible solutions to a problem. |
(p. 181) In a company in which a effective vision has been provided: |
C. employees are likely to have a sense of purpose and a common set of values. |
(p. 181) A basic difference between goals and objectives is that goals are: |
D. concerned with broad, long-term accomplishments, while objectives focus on specific short-term details. |
(p. 183) Which of the following would be a concern addressed in a strategic plan? |
A. Should the firm make a long-term commitment to expand into new markets? |
(p. 185) According to the "Spotlight on Small Business" box in Chapter 7, the Blue Man Group knew that if they wanted to expand their product planning and organization were critical. Therefore, the three partners spent considerable time writing a: |
A. strategic plan |
(p. 184) Because economic and competitive environments frequently change, organizations should: |
B. develop contingency plans. |
(p. 186) Which of the following techniques would a team of workers be most likely to use if they wanted to evaluate several possible solutions to a specific problem their company needs to solve? |
C. PMI |
(p. 181) Jenna Raiter, the president and CEO of AutoMotion Auto Service Centers, has asked several managers and employees to help establish a statement to outline the fundamental purposes of their company. The result of this effort is likely to be a document known as a(n): |
B. mission statement. |
(p. 183) Jamal is part of a management group that is examining whether his company, State Engineering, should offer some important new services that would broaden its business by appealing to a different group of potential clients. Jamal's group is involved with: |
C. strategic planning. |
(p. 181) Monica was hired by the Misty Mount Corporation to take over as the new chief executive officer. Her initial impression is that the company is in disarray, primarily because the employees do not have a sense of purpose or a common set of values. Monica's observations suggest that she needs to provide a(n) _________ for Misty Mount: |
A. vision |
(p. 181) Customers who visit any Good As New Appliance Repair Center see a framed statement prominently displayed near the front door. The plaque describes the company's fundamental purposes. In part, it states that "All Good As New Centers operate under the belief that every customer deserves good quality parts, fast and dependable service, and a fair price." The words on this plaque reflect the ____________ of Good As New. |
B. mission statement |
(p. 184) Setting contingency plans in an organization is considered very important today mainly because: |
C. conditions change rapidly in today's economic and competitive environments. |
(p. 182) When a firm makes use of the SWOT analysis, one of its objectives is to: |
D. identify the things it does well as an organization and the things it needs to improve. |
(p. 184) Jermaine is a manager with Drevil Industries. Part of his job is to make specific short-term decisions about what his department must do to achieve Drevil's long-term success. Jermaine is involved in: |
C. tactical planning. |
(p. 185) According to the "Spotlight on Small Business" box in Chapter 7, one of the keys to the success of the Blue Man Group has been: |
D. the development of a strategic plan to manage the product's growth and everyday operations. |
(p. 184) Kayla is a supervisor who manages a production line. She spends several hours each week developing specific employee work assignments and production schedules for the coming week so that the production department can meet its short-term production objectives. This suggests that a significant component of Kayla's job involves: |
D. operational planning. |
(p. 184) Flavio, CEO of Fabulous Frozen Custard believes that alternate plans are almost as important as the primary operational plans because external circumstances such as the weather, competitor moves, and even economic conditions make it important to have a Plan B. Flavio endorses: |
D. contingency planning. |
(p. 186) Carlos had been thinking of setting up a graphic design service business for quite some time. He knew that he wanted to work at home and he now had several leads for prospective customers. He also knew how much money he needed to make to cover his expenses. He had several ways to approach his new business including working by himself or taking on a partner. Both ways needed more thought to determine what each would involve. In terms of the rational decision-making model, Carlos is in which of the following steps? |
C. Develop alternatives |
(p. 186) __________ is the management function that involves allocating resources, assigning tasks, and establishing procedures for accomplishing the organizational objectives. |
C. Organizing |
(p. 187) A(n) __________ is used by an organization to show who is accountable for the completion of specific work and who reports to whom. |
D. organization chart |
(p. 187) A(n) ________________ is a visual device which shows relationships among people and divides the organization's work. |
A. organization chart |
(p. 188) The level of management that is directly responsible for assigning specific jobs to workers and evaluating their daily performance is called: |
C. supervisory management. |
Middle managers are responsible for: |
D. developing tactical plans and controlling. |
(p. 187) General and divisional managers, plant managers, and deans and department heads at colleges are classified as: |
A. middle management. |
(p. 188) Supervisory managers spend most of their time on: |
B. technical and human relations skills. |
(p. 188) ___________ skills involve a manager's ability to picture the organization as a whole and the relationship among its various parts. |
C. Conceptual |
(p. 188) ____________ skills include the ability to perform tasks of a specific department or job, such as selling (marketing) or bookkeeping (accounting). |
C. Technical |
(p. 188) Leadership, coaching, and morale building are all part of a manager's _________ skills. |
D. human relations |
(p. 188) Although top managers most often possess these skills, they usually make less use of __________ skills than supervisory managers. |
A. technical |
(p. 187) The downsizing that has occurred in recent years has __________ middle managers in many organizations. |
B. eliminated the jobs of some |
(p. 187) Which of the following management positions is responsible for getting the right information to other managers to enable them to make better decisions? |
D. Chief information officer (CIO) |
(p. 188) The further up the managerial ladder a person moves, the __________ his or her original job skills become. |
B. less important |
(p. 187) A chief operating officer (COO) would be classified as part of a firm's: A. primary management. B. middle management. C. top management. D. first-line management. |
C. top management. |
(p. 189) ___________ involves recruiting, hiring, motivating, and retaining the best people available to accomplish the company's objectives. |
D. Staffing |
(p. 188) In comparing the types of skills used by managers at different levels within an organization, which of the following is true? |
B. First-line managers use mainly technical and human relations skills, while top managers devote most of their time to activities involving human relations and conceptual skills |
(p. 189) Gabriella is responsible for hiring, motivating, and retaining the best employees for her organization. Gabriella is in charge of: |
A. staffing. |
(p. 188) After thirteen years as a laborer for Hendrix Construction, Jimmy was promoted to the position of foreman. He is directly responsible for assigning various jobs to his work crew and evaluating their performance on a daily basis. Jimmy is now a member of: |
C. supervisory management. |
(p. 188) By completing the courses needed to obtain a college major in accounting, marketing, or some other field, a student can go a long way toward acquiring the _________ skills managers need to rise through the ranks of their area of specialization. |
B. technical |
(p. 187) Which of the following persons is most likely to be involved in strategic planning? |
A. Chief executive officer |
(p. 188) Axel is in a new position, serving as a first-line manager. Axel's position will require him to spend a lot of time: |
B. evaluating the daily performance of workers. |
(p. 187) Anita is employed as plant manager for Mojo Industries, Incorporated. Though she spends some time performing all management functions, she is particularly concerned with tactical planning and controlling. Anita's position would be classified as part of Mojo's: |
D. middle management. |
(p. 188) After working for eleven years as a production line worker, Hollis recently was made a foreman. In his new position, Hollis will rely on: |
B. technical skills and human relations skills more than conceptual skills. |
(p. 188) Ricardo works as a department head at BarnesHospital. His job requires Ricardo to spend most of his time training and coaching employees to perform their jobs more effectively and teaching other managers to be better leaders. Ricardo's job requires him to make full use of his: |
D. human relations skills. |
(p. 188) As CEO of Google, Eric Schmidt performs strategic planning for the organization as well as putting structure in place to monitor company progress. These activities make use of Eric's: |
A. conceptual skills. |
(p. 188) Vinnie wants to become a manager in his company, but he has always been a bit shy and has a hard time interacting with co-workers. In order for Vinnie to succeed as a manager, he will need to work on his: |
B. human relations skills. |
(p. 188) Rob intends to major in accounting because he is confident that an ability to read and interpret financial and accounting data is the way to get to the top in business. Rob seems to be concerned with developing his: |
A. technical skills. |
(p. 189) _____________ involves creating a vision for others to follow, establishing corporate values and ethics, and transforming the way an organization does business so that it is more effective and efficient. |
D. Leadership |
(p. 189) Leaders: |
A. embrace change. |
(p. 191) The __________ style of leadership is characterized by making managerial decisions without consulting others. |
A. autocratic |
. (p. 191) Managers who listen to their subordinates and allow them to participate in decision-making are using the ____________ style of leadership. |
C. participative |
(p. 191) A(n) __________ leader would set objectives and give employees a great deal of freedom to decide for themselves how to accomplish those objectives. |
A. free-rein |
(p. 189) A key to effective leadership is the ability to: |
B. communicate a vision and rally others around that vision. |
(p. 192) __________ is the term used to describe giving workers the education and tools they need to assume additional decision-making powers. |
D. Enabling |
(p. 192) _____________ means giving employees the authority and responsibility to respond quickly to customer requests.
|
C. Empowerment |
(p. 192) In traditional organizations, ____________ involves giving explicit instructions to workers, telling them what to do to meet the goals and objectives of the organization. |
A. directing |
(p. 192) ____________ is concerned with finding the right information and making that information accessible and understood by everyone in an organization. |
C. Knowledge management |
(p. 192) The first step in developing a knowledge management system is to: |
D. determine what knowledge is most important to the organization. |
(p. 189) One difference between managers and leaders is that: |
B. mangers work to achieve stability while leaders embrace change. |
(p. 192) Which of the following statements about effective leadership is the most accurate? |
B. The most effective leadership style depends on who is being led and in what situation |
(p. 191) Autocratic leadership is likely to be effective when: |
B. the organization faces an emergency situation. |
(p. 192) Which of the following statements about leadership styles is most accurate? |
C. Effective managers often use a variety of leadership styles |
(p. 192) As firms make greater use of empowerment and teams, managers will find that they: |
D. must become more like coaches and counselors than bosses. |
Which of the following best summarizes the type of leader future organizations are likely to need? In the future, organizations will need leaders who: |
A. supply both a vision and a moral and ethical foundation for growth. |
(p. 191) The CEO of peripheral company QuickDrive uses a leadership style that encourages employees to discuss management issues with the CEO and to work together to resolve those issues in a democratic manner. Which of the following statements would the CEO of QuickDrive most likely make? |
C. The key to keeping talented employees loyal to QuickDrive is to use a participative management style and treat them with respect, value their ideas, give them the resources they need, and expect great things from them |
(p. 191) Well-known retired basketball coach, Bob Knight, was known for his emotional antics at IndianaUniversity and Texas Tech. If you talk with Bob, he believes in total dedication from his team and total compliance to his style of coaching. It's "his way or the highway." Bob typifies the _____________ style of leader. |
D. autocratic |
(p. 191) At Holyfield Chemicals, department heads usually make decisions after meeting with employees and seeking their ideas and suggestions. Department heads at Holyfield Chemicals make extensive use of the ___________ style of leadership. |
C. democratic (participative) |
(p. 191) At Lifeline Pharmaceuticals, highly regarded research personnel rely on top management to provide strategic direction. Beyond that, researchers work on their own to develop new drugs to satisfy customer needs and company profit objectives. Middle management at Lifeline practice _____________. |
A. free-rein leadership |
(p. 192) Adam is a first-line manager for Idle Time Gaming, Inc., a company whose values and focus is innovation. Having recently transferred in from a traditional retail (top/down) company, which of the following changes will the new company expect Adam to embrace?
|
C. He will need to act less like a "boss" and more like a coach, advisor, counselor, and team player |
(p. 193) The first step in controlling consists of: |
B. setting clear performance standards. |
(p. 193) In the control process the first step is to: |
C. set clear and appropriate standards. |
(p. 194) In order for standards to be useful in the controlling process, they must have certain characteristics. One of these characteristics is that they must be: |
D. attainable. |
(p. 194) Which of the following should form the foundation of a firm's control system? |
A. Accounting and finance |
(p. 194) __________ are units within an organization that receive services from other units within the organization. |
B. Internal customers |
(p. 194) __________ include dealers, who buy products to sell to others, and ultimate customers who buy products for their own personal use. |
B. External customers |
(p. 193) Ho Han has just spent two hours going over quality reports to determine whether his department is meeting quality standards he set for the current month. Ho's efforts are part of the ___________ function of management. |
D. controlling |
(p. 194) Pam is a sales manager for Paradise Beauty Products. She has told her sales people that she expects each of them to increase their customer contacts by at least 5 percent in the next month. Pam has set a(n): |
D. performance standard. |
(p. 194) Which of the following is a clear performance standard? |
B. Decrease the number of products rejected due to manufacturing defects by 10% over the next 6 months. |
(p. 193) Two years ago, Travis started his own restaurant supply company, serving the greater Chicago area. Until recently, he has never concerned himself with establishing a formal control system. Now, with a recession looming, he is experiencing cost conscious restaurant owners. He has decided that a formal control system is needed. The first step Travis should take is: |
C. devise a set of clear performance standards. |
(p. 193) As a middle manager for her firm, Tori just finished comparing the results of a promotional campaign with the outcome expectations. The next step in the control process is: |
C. communicate results and deviations with management and employees involved. |
(p. 194) Harper is a sales rep for an eyeglass company. The company is always on the cutting edge of trendy designs. In her job, she frequently relies on the marketing department to provide her with information and materials. When using customer satisfaction to judge the success of their company, Harper's managers should: |
B. take Harper's satisfaction into account, because customers can be internal as well as external. |
(p. 194) When establishing criteria to measure the success of a customer-oriented business, managers should: A. limit their attention to financial measures such as profit and return on investment since these are the only objective and quantifiable measures available. B. focus most of their attention on measures of employee satisfaction, since without good employees the firm will not be competitive. C. focus primarily on financial measures, but pay some attention to non-financial concerns. D. recognize that, while financial measures are important and should be considered, the purpose of the firm is to satisfy both internal and external customers. |
D. recognize that, while financial measures are important and should be considered, the purpose of the firm is to satisfy both internal and external customers. |