Test Bank For M Management 7th Edition By Thomas Bateman, Robert Konopaske, Scott Snell Chapter 1-15 Answers are at the End of Each Chapter Chapter 1 Student name:__________ 1) The best managers prioritize efficiency over effectiveness. ⊚ true ⊚ false
2) The four fundamental management principles include analyzing current situations,
determining objectives, choosing business strategies, and determining the resources needed to achieve the organization's goals. ⊚ true ⊚ false
3) Maura has weekly meetings with her managers to discuss their work and to share ideas for
improvement. Maura exhibits the leading function of management. ⊚ true ⊚ false
4) Successful managers do not need to utilize all four functions of management, just the ones
relevant to their business. ⊚ true ⊚ false
5) Top-level managers are also called tactical managers because they must translate general
goals into specific objectives and activities. ⊚ true ⊚ false
6) A team leader's job is less challenging than frontline and other types of managers' jobs
because team leaders always have direct control over team members. ⊚ true ⊚ false
7) Lower-level managers who possess technical skills tend to earn less credibility from their
subordinates than comparable managers without technical know-how. ⊚ true ⊚ false
8) One of the five key elements that make the current business environment different from those
of the past involves an increasingly diverse workforce. ⊚ true ⊚ false
9) Social capital is the goodwill you gain from your social relationships. ⊚ true ⊚ false
10) Creativity is defined as the introduction of new goods and services. ⊚ true ⊚ false
11) Management is the A) method of executing, responding, and delivering results in a fast and timely manner. B) process of working with people and resources to accomplish organizational goals. C) technique of keeping costs low enough so the company can realize profits. D) introduction of new goods and services. E) method of creating goodwill through social relationships.
12) Planning involves A) analyzing current situations. B) monitoring performance. C) attracting people to the organization. D) motivating employees. E) implementing necessary changes.
13) __________ is specifying the goals to be achieved and deciding in advance the appropriate
actions needed to achieve those goals. A) Staffing B) Leading C) Organizing D) Planning E) Controlling
14) WorldMart Inc. periodically reviews the goals of the company. During the process, the
managers of the company analyze their current strategies as compared to their competitors' strategies, determine goals that they will pursue, and decide upon specific actions for each area of the company to take in pursuit of these goals. With these actions, the managers are engaged in the management function of A) organizing. B) planning. C) goal coordination. D) controlling. E) leading.
15) A large company recently embarked on an effort to increase coordination and cooperation
within the company. During the process, the managers of the organization reviewed and specified job responsibilities, grouped jobs into work units, and reallocated resources within the company. The managers were exercising the management function of A) planning. B) organizing. C) leading. D) controlling. E) budgeting.
16) __________ is assembling and coordinating the human, financial, physical, informational,
and other resources needed to achieve goals. A) Controlling B) Planning C) Organizing D) Leading E) Quantifying
17) Brian is a general manager for a tool-manufacturing firm. He is considering some changes to
the production floor, which include layout adjustments and the purchase of new equipment to improve efficiency. He also wants to promote one of his employees to team leader. Which function of management is Brian performing? A) planning B) training C) leading D) organizing E) controlling
18) Building a dynamic organization is the goal of which function of management? A) planning B) organizing C) leading D) controlling E) staffing
19) Mike focuses on assembling and coordinating the people, equipment, and supplies that his
company needs to achieve its goals. What management function does Mike emphasize in his work? A) planning B) leading C) controlling D) sustaining E) organizing
20) What will be the result when managers use new forms of organizing? A) They will build organizations that are flexible and adaptive. B) They will create an organization chart by identifying business functions. C) They will specify the goals to be achieved and decide in advance the appropriate
actions needed to achieve those goals. D) They will establish a top-down approach where top executives establish business plans and tell others to implement them. E) They will monitor performance and make necessary changes in a timely manner.
21) Natasha is very good at inspiring the people in her department to learn new skills and to
perform better than expected on the job. As a manager, what is Natasha especially good at doing? A) planning B) staffing C) leading D) controlling E) monitoring
22) As one of the key management functions, leading focuses on a manager's efforts to A) mobilize people to contribute their ideas. B) build organizations that are flexible and adaptive. C) make sure goals are met. D) identify opportunities for sustainable advantage. E) build a dynamic organization.
23) __________ is a manager's ability to stimulate people to be high performers. A) Planning B) Organizing C) Leading D) Controlling E) Monitoring
24) Yolanta manages a team of six professionals in a health care company. Her subordinates
have a wide variety of experiences and skill sets. By effectively __________ her team, Yolanta regularly seeks to inspire her subordinates to draw upon their various backgrounds in new and innovative ways. A) planning B) organizing C) leading D) controlling E) innovating
25) When Kabir, the marketing manager of SideStreet Inc., realized that his plan to increase sales
levels was not producing the results he desired, he took quick action to make necessary adjustments. According to this scenario, Kabir was exercising the management function of A) planning. B) organizing. C) leading. D) controlling. E) communicating.
26) __________ involves monitoring performance and making necessary changes. A) Budgeting B) Planning C) Organizing D) Leading E) Controlling
27) When Martin, manager of his company’s sales department, realized that his plan to increase
his department’s sales levels was not producing the desired results, he instituted a training course to help the salespeople achieve better results. Which management function is illustrated in this scenario? A) planning B) organizing C) leading D) controlling E) budgeting
28) Through careful monitoring of the financial budget of a firm, managers can detect potential
problems in reaching their financial goals and take actions to reverse the problem. This is an example of the management function of A) planning. B) controlling. C) leading. D) organizing. E) budgeting.
29) When PG&E created a wildfire safety plan after devastating fires in California, it was
demonstrating the management function of A) planning. B) controlling. C) leading. D) organizing. E) budgeting.
30) Sanga is a middle-level manager who is known for his efficiency; however, he is not
necessarily effective. But, Rachelle, another middle-level manager, is known for her effectiveness, rather than her efficiency. Therefore, Rachelle is more likely to A) achieve goals with minimal waste. B) make the best possible use of money. C) achieve organizational goals. D) make the best possible use of people. E) have a clear focus on efficiency.
31) Fashion Forward wants to be the sales leader in women's fashion. To achieve this goal, the
CEO has analyzed the current situation and determined objectives and resources. What planning activities still need to be completed? A) anticipate the future, decide on activities, and choose a business strategy B) solicit funders, market the company, and choose a business strategy C) market the company, decide on actions, and anticipate the future D) evaluate the competitors, solicit funders, anticipate the future E) decide on actions, market the company, and solicit funders
32) __________ is coordinating the human, financial, physical, informational, and other
resources in a company. A) Assembling B) Organizing C) Planning D) Grouping E) Controlling
33) Leading involves A) creating an organization chart by identifying business functions. B) establishing reporting relationships. C) having a personnel department that administers plans, programs, and paperwork. D) stimulating people to be high performers. E) dealing directly with customers and clients.
34) Controlling helps a manager to A) monitor performance and implement necessary changes. B) create an organization chart by identifying business functions. C) establish reporting relationships. D) stimulate people to be high performers. E) determine department goals.
35) To become an effective manager, one should choose __________ of the four management
functions and commit one hundred percent. A) only one B) at least two C) between one and three D) all E) none
36) Which statement best describes the management function of controlling? A) Managers assemble and coordinate the human, financial, physical, informational, and
other resources needed to achieve goals. B) Managers analyze current situations, anticipate the future, determine objectives, and decide on what types of activities in which the company will engage. C) Managers make sure the organization's resources are being used as planned and that the organization is meeting its goals for quality and safety. D) Managers motivate workers to come to work and execute top management's plans by doing their jobs. E) Managers create an organization chart by identifying business functions and establishing reporting relationships.
37) Leading involves A) increasing profits above all else. B) attracting people to the organization. C) mobilizing and inspiring people to engage fully in their work and contribute their
ideas. D) motivating workers to come to work and execute top management's plans. E) analyzing day-to-day situations and involving workers in all decisions.
38) The CEO said, "Every six months or so, my senior management team and I meet to discuss
the goals that will be achieved over the next year, three years, and beyond. We then make sure we are clear on who will take responsibility to see that appropriate actions are undertaken to achieve our goals within the time frame we set." The CEO is describing the management function of A) planning. B) organizing. C) leading. D) controlling. E) decision making.
39) "Recently, I spent a great deal of time looking at how to define jobs to most efficiently utilize
the employees in those jobs," said the CEO of Baker Products. "And now I need managers to be responsible for the various job groupings." The CEO is describing the management function of A) planning. B) organizing. C) leading. D) controlling. E) decision making.
40) "As CEO, I maintain a big-picture view of how we are performing as a company,
determining what changes we need to make if we begin deviating from our plans, and ensuring we meet our goals for quality and safety." The CEO is describing the management function of A) planning. B) organizing. C) leading. D) controlling. E) decision making.
41) "As CEO, I must mobilize, inspire, and stimulate my management team, as well as the entire
staff, to continually perform at high levels. I seek to empower my staff through communication and motivation." The CEO is describing the management function of A) planning. B) organizing. C) leading. D) controlling. E) decision making.
42) Labyrinth is a new, very successful, brand of organic clothing recently introduced globally.
The company is unique in the way it has collaborated with its suppliers and potential customers to bring the clothing to market. Labyrinth's founders have always focused on efficiency. What is the best advice you should give them, given the quick success they have had with Labyrinth? A) Efficiency is the only key to their continued success. B) Now it is time for them to consider only effectiveness because they clearly have efficiency under control and this is not likely to change in the future. C) To continue their success, they should maintain a clear focus on both effectiveness and efficiency, especially while their company is experiencing such a high growth in sales. D) They should maintain the status quo without implementing any changes to continue making quick sales. E) As top-level managers, the best action plan for them is to begin to minimize collaboration with customers and suppliers because they have proven themselves.
43) __________ managers are senior executives responsible for the overall management and
effectiveness of an organization. A) Long-term B) Middle C) Strategic D) Tactical E) Short-run
44) A company’s CEO and Director of Human Resources are concerned that their company will
not survive the current recession. As experienced __________ managers, they are working collaboratively to develop new business strategies and work processes to effectively and efficiently support the company so that it can survive the current economic downturn and thrive in the coming years. Their employees are depending upon them to provide overall management of the company. A) frontline B) tactical C) top-level D) matrix E) knowledge
45) The four levels of managers found in large organizations are A) international, national, regional, and local. B) marketing, accounting, human resource, and finance. C) technical, functional, departmental, and organizational. D) planning, coordinating, controlling, and executing. E) top-level, middle-level, frontline, and team leader.
46) Top-level managers focus on A) the long-term survival of an organization. B) translating goals and objectives into specific activities. C) managing frontline managers. D) supervising nonmanagement employees. E) initiating new daily activities.
47) __________ managers are typically concerned with the interaction between an organization
and its external environment. A) Regional B) Top-level C) Middle-level D) Frontline E) Functional
48) Chief executive officer, president, chief operating officer, and vice president are all titles
typical of __________ management. A) top-level B) tactical level C) operational level D) functional level E) regional level 49) __________ managers are responsible for translating the general goals and plans developed for an organization into more specific activities. A) Operational B) Functional C) Activities D) Strategic E) Tactical
50) Middle-level managers are often referred to as __________ managers. A) activities B) tactical C) functional D) operational E) strategic
51) As a manager, Jason spends much of his time coaching his employees and making sure that
any required information from upper management reaches them in an understandable format. Jason would best be described as a(n) A) frontline manager. B) tactical manager. C) operational manager. D) top-level manager. E) institutional controller.
52) __________ managers are lower-level managers who supervise the operational activities of
an organization. A) Frontline B) General C) Team D) Tactical E) Strategic
53) Operational managers play a crucial role in an organization because they A) provide the link between management and nonmanagement personnel. B) are responsible for translating the general goals developed by strategic managers into
more specific objectives and activities. C) are responsible for facilitating successful team performance. D) give feedback on the performance of the top management. E) contribute direction and strategy to the organization.
54) One of Yani's primary activities in his career as a supervisor at Front yard Bird Food is
working with his middle manager, Delilah, to introduce new growth opportunities in the business (such as expanding into exotic bird foods) and to help the people who actually manufacture the food. Yani is most likely a(n) A) frontline manager. B) tactical manager. C) strategic manager. D) top-level manager. E) administrative controller.
55) Titles such as sales manager or supervisor typically belong to __________ managers. A) strategic B) middle-level C) top-level D) operational E) tactical
56) In smaller entrepreneurial firms and even in more adaptive larger firms, managers A) are no longer utilized. B) rely more heavily on technical skills. C) focus primarily on hierarchy. D) have strategic, tactical, and operational responsibilities. E) focus on internal operations only.
57) Being a(n) __________ is one of the roles of a manager that involves searching for new
business opportunities and initiating new projects to create change. A) leader B) figurehead C) entrepreneur D) resource allocator E) monitor
58) In a major announcement at an annual medical conference, Dr. Harold Weinter, Research
Director of Assop Pharmaceuticals, informs the medical community of a breakthrough in the treatment of diabetes. As __________ for his organization, he answers questions posed to him by his medical research colleagues and members of the press. A) disseminator B) spokesperson C) liaison D) figurehead E) disturbance handler
59) Audrey is the lead attorney representing RockWork, Inc. and she is in back-and-forth
discussions with parties, inside as well as outside the firm, to finalize a contract with Murphy Realty. Audrey knows that, in her role as __________, she is making important business decisions for RockWork. A) spokesperson B) liaison C) leader D) negotiator E) monitor
60) Jeffrey’s role as __________ entails creating a presentation to give to his management team
that will communicate the company's new business objectives, and more importantly, how Jeffrey has interpreted them to apply to his business unit. A) negotiator B) figurehead C) disseminator D) resource allocator E) monitor
61) The president of Key Pharma, acting as the corporation's __________, attended the opening
of a customer's new office complex. A) leader B) liaison C) figurehead D) spokesperson E) resource allocator
62) When a customer service manager works to defuse a situation with an irate customer, he or
she is assuming a __________ role. A) liaison B) disturbance handler C) negotiator D) resource allocator E) leader
63) A project manager determines the number of employees to be assigned to a certain project.
The managerial role being implemented by this project manager is A) liaison. B) disturbance handler. C) negotiator. D) resource allocator. E) leader.
64) Maintaining a network of outside contacts and alliances that provide information and favors
defines a __________ managerial role. A) spokesperson B) liaison C) leader D) negotiator E) monitor
65) The need for interpersonal and communication skills A) fades as a manager moves from the lower levels of an organization into the upper
management arena. B) fades as a manager moves from the upper management arena to the lower levels of an organization. C) is important at every level of management. D) fades at the bottom. E) is important at the bottom only.
66) A __________ serves as the spokesperson and champion for a work group dealing with
external stakeholders. A) tactical manager B) team leader C) top-level manager D) resource allocator E) senior executive
67) "I'm sorry to tell you that four employees from our division were laid off today," said Bill
Harrington, division manager, to his assembled staff. "And a total of 25 employees were laid off corporate-wide. No further staff reductions are planned, and we expect the corporation's financial performance to remain on plan." When the manager notifies his employees of these developments and plans, he is performing in the role of A) leader. B) liaison. C) disseminator. D) spokesperson. E) disturbance handler.
68) "Quick, Mr. Delaney, Margaret is in the lobby, shouting at a customer!" said George.
Rushing to intervene, Paul Delaney demanded that Margaret return to her office immediately. "Mr. Crenshaw, I'm very sorry. Please, allow me to escort you to our executive suite, and I will straighten this out," said Mr. Delaney. Mr. Delaney was performing in the role of A) monitor. B) negotiator. C) disturbance handler. D) resource allocator. E) liaison.
69) "I must attend the fundraiser," said Maura O’Brien, Senior Vice President of Marketing.
"One of our key clients is sponsoring the event for a worthy cause, and our firm should be represented by a senior member of our management team." When Maura performs symbolic duties on behalf of her organization, she is performing in the role of A) liaison. B) figurehead. C) monitor. D) entrepreneur. E) resource allocator.
70) Julia mused to herself, "It has taken over 30 years, but I've finally been named CEO of a
major firm. Now, I can concentrate on what I really want to do as a(n) __________ manager, to focus on the survival, growth, and overall effectiveness of our firm." A) tactical B) strategic C) middle D) external E) internal
71) A(n) __________ skill is the ability to perform a specialized task that involves a certain
method or process. A) conceptual B) professional C) interpersonal D) communication E) technical
72) __________ represent the three general categories of skills that are crucial to managers. A) Selling and public relations, conceptual and decision, and professional B) Technical, interpersonal and communication, and conceptual and decision C) Professional, technical, and selling and public relations D) Conceptual and decision, professional, and technical E) Professional, technical, and conceptual and decision
73) Using a particular software program at an expert level, compilation of an accounting
statement, and writing advertising copy are all examples of __________ skills. A) technical B) public relations C) communicative D) interpersonal E) quantitative
74) Rashid started out as a front office worker, and over the years worked his way up to the CEO
position. As such, Rashid likely found that as he moved up in responsibility, he required a higher level of __________ skills. A) conceptual and decision B) informational C) technical D) professional E) negotiation
75) The senior managers at a printing company recognized a lack of employee enthusiasm about
the new website. There was a fair amount of infighting and accusations of who was responsible for the layout, given that the firm is considered to be highly competent in design and production. Marley, a manager, got the team together and engaged them in a lively discussion to determine how to change the website so that it reflected more of the company’s unique design ability. As the meeting wound down, each team member volunteered to take on a part of the project to fix the site. The ability to identify this problem and resolve it is an effective use of __________ skills. A) conceptual and decision B) informational C) technical D) professional E) negotiation
76) Listening to employee suggestions, gaining support for organizational objectives, and
fostering an atmosphere of teamwork are all considered __________ skills. A) technical B) interpersonal and communication C) diagnostic D) professional E) conceptual
77) Which statement exemplifies the importance of managerial skills? A) Obtaining high performance from people in the organization is easy because of the
authority managers will continue to have over knowledge workers. B) Technical skills are most important after becoming a top-level manager. C) The importance of the various types of managerial skills is consistent across all managerial levels. D) Conceptual and decision skills become less important than technical skills as a manager rises higher in the company. E) Interpersonal skills are important throughout a manager's career, at every level of management.
78) __________ is the skills of understanding oneself, managing oneself, and dealing effectively
with others. A) Self-reliance B) Social capital C) Emotional intelligence D) Career management E) Social management
79) Pete has built up a wide network of contacts, clients, and local business neighbors since
moving to Chicago five years ago. Throughout his home-based marketing career, he has regularly and frequently networked with these business associates online, by phone, and in person. As he considers leaving his marketing career to become an owner/manager of a local business, he will rely upon the __________ that he has developed with these individuals to ensure a successful transition to a new career. A) knowledge management B) competitive advantages C) social capital D) emotional intelligence E) figurehead skills
80) One component of emotional intelligence is A) understanding oneself. B) dealing with power plays made by others. C) understanding the shortcomings of people you work with. D) advising others how to stay happy at work. E) helping others understand that you are correct.
81) __________ is among the necessary skills of emotional intelligence. A) Encouraging coercion among employees B) Showing empathy C) Advising others how to stay happy at work D) Maintaining the status quo E) Avoiding constructive criticism
82) Which person illustrates a manager with emotional intelligence? A) Mary can maintain the status quo. B) Eileen can identify her team members' strengths and weaknesses. C) Stephen can exercise self-control. D) Vince has the ability to manage his followers' reactions. E) Patty has the ability to ignore constructive criticism.
83) "A new boss from outside the industry won't be able to train us to perform specialized tasks
involving our particular methods and processes, or to evaluate how well we were performing these tasks. In other words, would she have the necessary __________?" asked Muffy. A) conceptual and decision skills B) selling skills C) language fluency D) technical skills E) negotiating skills
84) __________ is one of the key elements that makes the current business landscape different
from those of the past. A) Centralization B) Technological change C) Quality D) Cost competitiveness E) Speed
85) Which statement about globalization is true? A) It fails to involve smaller firms. B) It encourages the maintenance of the status quo. C) It does not create threats to anybody. D) It does not allow employees to provide services although most economies have
become very efficient at producing physical goods. E) It occurs through cross-border partnerships.
86) Which statement about the Internet is true? A) The Internet always makes things easier. B) The Internet is a virtual marketplace and speeds up globalization. C) The Internet's impact is felt only at the level of businesses as a whole and not by
individual employees. D) The Internet does not create threats as competitors capitalize on new developments. E) The Internet compels people to respond to e-mail messages immediately.
87) __________ is the goodwill stemming from social relationships. A) Social empathy B) Social capital C) Emotional intelligence D) Emotional capital E) Empathetic goodwill
88) __________ is the set of practices aimed at discovering and harnessing an organization's
intellectual resources, fully utilizing the intellects of the organization's people. A) Knowledge management B) Collaboration C) Innovation D) Service management E) Communication management
89) Hannah excels at identifying the talents of employees and finding the jobs where they can
best use those talents to benefit the organization. Hannah excels at __________ management. A) knowledge B) scientific C) project D) service E) quality
90) Which statement about collaboration is true? A) Collaboration occurs only within the boundaries of an organization. B) It is unrealistic to think that a company can collaborate with its customers. C) Disclosing one's plans by collaborating with the potential investors of a firm is not a
good idea. D) Collaboration supports knowledge management and vice versa. E) Collaborating with people outside an organization is impossible because of the risk of disclosing trade secrets.
91) Technology both complicates things and creates new opportunities. The challenges come
from A) B) C) D) E)
the rapid rate at which technology changes. the lack of transportation. inaccurate information. unchanging technologies. the limit on new opportunities.
92) As the success of modern business so often depends on the knowledge used for innovation
and the delivery of services, organizations need to manage that A) knowledge. B) success. C) resource. D) innovation. E) communication.
93) Collaboration can occur A) between two organizations, but not internally. B) within but not outside the organization. C) outside the organization only. D) with customers. E) among managers only.
94) Creating outstanding products and services can start with involving __________ in company
decisions. A) customers B) executives C) managers D) employees E) owners
95) Harry is surprised one day to learn that the parts that he has ordered from a small local
supplier are delayed. He immediately calls his supplier, and the supplier admits that his shop is overbooked with orders, not only from Harry's business but also from new customers in China. As Harry realizes that his small U.S.-based business is competing for shop space with companies in China, he faces the management challenge involved with A) globalization. B) technological change. C) the importance of knowledge and ideas. D) collaboration across organizational boundaries. E) an increasingly diverse labor force.
96) __________ is the introduction of new goods and services. A) Collaboration B) Standardization C) Innovation D) Adaptation E) Saturation
97) Service refers to the A) speed and dependability with which an organization delivers what customers want. B) technique of keeping costs low to achieve profits and to be able to offer prices that are
attractive to consumers. C) practice aimed at discovering and harnessing an organization's intellectual resources. D) technique of establishing goodwill through social relationships. E) skill of understanding oneself, managing oneself, and dealing effectively with others.
98) Which statement about quality is true? A) Quality can be measured in terms of product performance, customer service, and
reliability. B) Quality cannot be improved continuously. C) Quality refers to keeping costs low enough so the company can realize profits and price its products at levels that are attractive to consumers. D) Quality refers to goodwill stemming from one's social relationships. E) Quality is described as rapid execution, response, and delivery of results.
99) Lucy has a sandwich shop in Seattle. One thing that attracts busy people to her shop is that
she has perfected a way to make sandwiches in half the time her competitors take. Which fundamental driver of success has Lucy emphasized? A) knowledge B) quality C) cost competitiveness D) speed E) sustainability
100)
Cost competitiveness means that one A) sacrifices quality to keep costs low. B) carefully monitors costs mainly during the setting up of business. C) prices his or her products or services at a level attractive to consumers. D) manages his or her costs by maintaining the status quo. E) offers a high-quality product at a higher price.
101)
Tyrone, manager at Engineering Systems, Inc. (ESI), is struggling to maintain a competitive advantage in ESI's marketplace. He wants to hire and retain the best staff that he can, but the best staff command high salaries. Tyrone knows that high staff salaries can erode his company's profitability. But passing along these higher costs to his clients means they will start doing less business with higher-priced ESI and more business with Tyrone’s lowerpriced competitors. Tyrone is struggling to A) collaborate. B) be technologically innovative. C) provide quality service. D) be cost competitive. E) achieve zero defects.
102)
Which statement about the sources of competitive advantage is true? A) The best managers and companies deliver all six competitive advantages. B) Managing the sources of competitive advantage is a zero-sum game where one source improves at the expense of the other. C) It is possible to compete without cutting costs and offering attractive prices. D) Outsourcing certain functions is likely to decrease innovation. E) The faster the product is provided the more innovation suffers.
103)
Amazon is not necessarily known for its development of new products. However, Amazon has transformed the way that products are purchased and delivered. Thus, Amazon has leapfrogged its competition through its A) quality. B) innovation. C) social capital. D) dissemination. E) collaboration.
104)
Because products __________, a firm must adapt to new competitors and to consumer demands. A) will sell forever B) do not sell forever C) that are made well last forever D) with name brands are the only ones to sell forever E) that are tried and true are the best sellers
105)
Stacy manages a specialized environmental consulting practice. Client feedback obtained in the past 12 months indicates that her business is on the decline. Stacy decides to implement various changes within her practice to improve service quality. One of the key elements of these changes will be to refocus her staff on A) making it easy and enjoyable for clients to experience a service. B) occasionally meeting the needs of clients. C) establishing short-term relationships. D) giving clients what they want no matter the cost. E) measuring product performance.
106)
Cost competitiveness means pricing a firm's products A) lower than all competitors' products. B) higher than all competitors' products. C) equal to all competitors' products. D) low but enough to make a profit. E) high enough to make the investors happy.
107)
Latosha’s department has been introducing new goods and services on a rapid-fire basis over the past two years. However, business is down, largely because customer feedback on the usefulness, reliability, and durability of the new goods and services is negative. Latosha’s division manager, Viceroy, reviews the situation and concludes that the innovation of Latosha’s department is good; however, __________ is poor. A) responsiveness B) quality C) marketing D) speed E) cost competitiveness
108)
Jonas Wilkins, Vice President of Production, said, "Alice, my employees have been manufacturing the same products for two years without a new product being introduced. Products don't sell forever, especially since globalization and technological advances have accelerated the pace of change. I'm concerned that, without __________, we will wither and die as an organization." A) planning B) innovation C) quality D) reorganizing E) cost competitiveness
109)
Safety Standards is updating its automated contracting/ordering system. Max Truesdale, CEO of Defense Supply Corporation, told his chief information officer, "Travis, you must lead an effort to reengineer our computer infrastructure to remain compatible with that of Safety Standards. This will be a complex effort but, if we can get this done before our competitors can, we will pick up a lot of new business worldwide. That's the nature of __________, it complicates things and creates opportunities." A) planning B) technological change C) emotional intelligence D) social capital E) controlling
110)
The unique ideas and products that Leverage Group has patented provide a significant advantage to its business because none of its competitors are able to offer them. Because Leverage’s CEO recognizes the __________, he has authorized development of practices to discover and harness his organization's intellectual resources. A) impact of globalization B) value of social capital C) importance of knowledge management D) importance of collaborating across organizational boundaries E) value of an increasingly diverse labor force
111)
During an intense six-month contract negotiation, Carlisle developed a strong working relationship with his client, Bart, an outside vendor. Because of their professional bonding, Carlisle and Bart were able to openly explore and constructively hammer out agreements on very tough contract issues. The resulting contract was far superior to what either of them might have hoped for six months earlier and was a good example of A) globalization. B) technological change. C) the importance of knowledge and ideas. D) collaboration across organizational boundaries. E) an increasingly diverse labor force.
112)
Mary Smith, Vice President of Human Resources, is finding that competition for human talent is becoming fiercer. She has implemented creative solutions to leverage diversity of the labor force to the benefit of her organization. For example, Mary has found that __________ allows her to supplement her available staff, particularly during times of work overload. A) turning down new work orders B) hiring illegal immigrants C) slowing down production D) hiring older workers on a part-time basis E) decreasing time off for lunch and other breaks
113)
Explain how managers are efficient and effective.
114)
List and explain the components of leading.
115)
How do managers use controlling?
116)
What does a global marketplace mean to an enterprise, in terms of marketing, distribution, and staffing?
117)
Briefly describe each of the four key management functions.
118)
Differentiate between the various management levels in an organization.
119)
At which level of management will one find conceptual and decision skills most utilized? Why?
120)
List and explain each of the six sources of competitive advantage.
121)
Explain why customers demand increasingly high-quality goods and services.
122)
Explain how one gains customer loyalty.
123)
Describe what the work of quality gurus like W. Edwards Deming and J. M. Juran convinced other managers to do.
124)
Explain, using two examples, how continuing enhancements in technology can result in delivery of products and services both faster and better.
125)
What is the best way to manage one's costs?
126)
List and explain the different advantages of competition.
127)
Explain what is meant by "Trade-offs may occur among the six sources of competitive advantage, but this does not need to be a zero-sum game."
Answer Key Test name: chapter 1 1) FALSE 2) FALSE 3) TRUE 4) FALSE 5) FALSE 6) FALSE 7) FALSE 8) TRUE 9) TRUE 10) FALSE 11) B 12) A 13) D 14) B 15) B 16) C 17) D 18) B 19) E 20) A 21) C 22) A 23) C 24) C 25) D 26) E 27) D 28) B 29) B 30) C 31) A 32) B 33) D 34) A 35) D 36) C 37) C
38) A 39) B 40) D 41) C 42) C 43) C 44) C 45) E 46) A 47) B 48) A 49) E 50) B 51) B 52) A 53) A 54) A 55) D 56) D 57) C 58) B 59) D 60) C 61) C 62) B 63) D 64) B 65) C 66) B 67) D 68) C 69) B 70) B 71) E 72) B 73) A 74) A 75) A 76) B 77) E
118) 119) 120) 121)
Essay Essay Essay Essay
Student name:__________ 1331) Teams can satisfy important personal needs for their members, such as affiliation and
esteem. ⊚ true ⊚ false
1332) Job skills learned by working in a team are not transferable to new positions. ⊚ true ⊚ false
1333) Self-managed teams are seldom found in manufacturing. ⊚ true ⊚ false
1334) Groups always keep progressing from one stage of team leadership to the other; they
never remain at any level for a long time. ⊚ true ⊚ false
1335) When trust is low, team members may spend more time trying to influence team
dynamics to protect their own interests than performing their actual jobs. ⊚ true ⊚ false
1336) For a cohesive group to make good decisions, it should establish a norm of constructive
disagreement. ⊚ true ⊚ false
1337) A person displaying the gatekeeper role within the team focuses on keeping confidential
information secure from outsiders. ⊚ true ⊚ false
1338) Conflict can foster creativity within the team. ⊚ true ⊚ false
1339) An organization has decided to restructure its traditional work environment by adopting
team-based approaches to work. The organization is hoping to benefit from A) an individualistic approach to work. B) groupthink, C) free riding and social loafing. D) increased productivity. E) lengthier decision-making processes.
1340) What organizational benefit is unlikely to result from the establishment of teams? A) an increase in productivity B) an improvement in quality C) a reduction in costs D) an analysis of staffing E) an increase in speed
1341) Team-based approaches to work have generated excitement. Used appropriately, teams
can be powerfully effective as a(n) A) start-up to a large corporation. B) building block for organization structure. C) force for maintaining the status quo. D) marketing strategy. E) alternative to evaluation.
1342) How does a group differ from a team? A) Teams hold their members individually accountable for achieving performance goals. B) Groups do not require their members to interact. C) Groups do not necessarily perform as a unit. D) Teams usually do not require their members to agree on a common goal. E) Teams are usually formed of a large number of people.
1343) A(n) __________ is a collection of people who interact to undertake a task but do not
necessarily perform as a unit or achieve significant performance improvements. A) group B) environment C) team D) system E) project team
1344) A __________ is a small number of people with complementary skills who are
committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable. A) team B) population C) system D) sample E) group
1345) Identify a defining characteristic of a traditional work environment. A) Jobs require broad skills and knowledge. B) Rewards are based on individual and team performance. C) Measured risk taking is encouraged and supported. D) Managers primarily determine "best methods" related to work processes. E) Most information is freely shared at all levels of the organization.
1346) In a traditional work environment, __________ is discouraged and punished. A) improving processes B) individual performance C) narrowly defining tasks D) information sharing E) risk taking
1347) What is the role of management in a traditional work environment? A) determining “best methods” for the work process B) planning with the help of team members C) freely sharing information D) encouraging risk taking E) urging everyone to continuously improve methods and processes
1348) What is a characteristic of organizations with the new team environment? A) Everyone works to continuously improve methods and processes. B) Managers alone determine and plan the work. C) Information flow is restricted. D) Cross-training is viewed as inefficient. E) Tasks and duties are narrowly defined.
1349) In a new team work environment, rewards are based on A) avoiding risk taking behaviors. B) individual performance and contributions to team performance. C) management success. D) individual performance. E) promoting groupthink among members.
1350) In a new team work environment, measured risk taking is A) avoided. B) restricted to management. C) encouraged and supported. D) punished. E) seen as counterproductive.
1351) __________ make or do things like manufacture, assemble, sell, or provide service. A) Work teams B) Focus groups C) Staff departments D) Quality circles E) Interest groups
1352) Work teams typically are well defined and A) operate separately from the regular work structure of the firm. B) a clear part of the formal organizational structure. C) are the least common types of teams found in organizations. D) only exist in a traditional work environment. E) are not directly involved in manufacturing or providing services.
1353) __________ have specific assignments, such as research, and members usually must
contribute expert knowledge and judgment. A) Work groups B) Staff departments C) Work teams D) Project and development teams E) Quality circles
1354) As an interior design specialist at a major auto manufacturer, Geoff works on the
prototype for a driverless car designed for seniors with mobility issues. A select group of individuals from all over the firm are his current coworkers. They expect to complete their task sometime later this year when the car will move into Phase 1 testing. This is an example of a A) staff department. B) management team. C) parallel team. D) focus group. E) project and development team.
1355) __________ operate separately from the regular work structure of the firm on a
temporary basis. A) Management teams B) Parallel teams C) Work teams D) Focus groups E) Staff departments
1356) In __________, members often come from different units or jobs and are asked to do
work that is not normally done by the standard structure. A) functional departments B) work teams C) focus groups D) parallel teams E) management teams
1357) __________ coordinate and provide directions to the subunits under their jurisdiction and
integrate work among subunits. A) Management teams B) Development teams C) Interest groups D) Parallel teams E) Project teams
1358) A(n) __________ is based on authority stemming from hierarchical rank and is
responsible for the overall performance of the business unit. A) focus group B) parallel team C) interest group D) quality circle E) management team
1359) __________ are work groups composed of multinational members whose activities span
multiple countries. A) Parallel teams B) Transnational teams C) Management teams D) Focus groups E) Interest groups
1360) __________ differ from other work teams not only by being multicultural but also often
by being geographically dispersed and psychologically distant. A) Parallel teams B) Management teams C) Transnational teams D) Focus groups E) Interest groups
1361) __________ are physically dispersed and communicate electronically more than they do
face-to-face. A) Parallel teams B) Project teams C) Self-designing teams D) Management teams E) Virtual teams
1362) In the context of teams, __________ have no managerial responsibilities. A) self-designing teams B) semiautonomous work groups C) traditional work groups D) autonomous work groups E) self-managed teams
1363) In __________, the first-line manager plans, organizes staffs, directs, and controls them,
and other groups provide support activities, including quality control and maintenance. A) autonomous work groups B) self-designing teams C) self-managed teams D) traditional work groups E) semiautonomous work groups
1364) __________ are voluntary groups of people drawn from various production teams who
make suggestions about quality but have no authority to make decisions or execute. A) Interest groups B) Quality circles C) Focus groups D) Management teams E) Quality control commissions
1365) __________ make decisions about managing and carrying out major production activities
but still get outside support for quality control and maintenance. A) Self-designing teams B) Interest groups C) Focus groups D) Semiautonomous work groups E) Traditional work groups
1366) In __________, members control decisions about and execution of a complete range of
tasks—acquiring raw materials and performing operations, quality control, maintenance, and shipping. A) focus groups B) autonomous work groups C) traditional work groups D) quality circles E) semiautonomous work groups
1367) __________ have control over whom to hire, whom to fire, and what tasks the team will
perform. A) Traditional work teams B) Autonomous work teams C) Self-designing teams D) Interest groups E) Focus groups
1368) In __________, workers are trained to do all or most of the jobs in the unit, they have no
immediate supervisor, and they make decisions previously made by first-line supervisors. A) traditional work teams B) quality circles C) interest groups D) self-managed teams E) focus groups
1369) The long-time CEO of Biersmith Financials said in his retirement speech, "I am delighted
that we have so many young managers in our organization. Teams are prevalent and used to far greater effect than in the past. People are more involved, and they are better trained. Cooperation is higher, and the culture is one of __________, as well as producing." A) strong oversight B) learning C) individual rewards D) risk avoidance E) narrow tasks
1370) When most people think of teams in organizations, they are thinking of __________
teams, which are a clear part of formal organizational structure, with a full-time and stable membership. A) project and development B) parallel C) work D) management E) autonomous
1371) Tom's manager told him, "This project management role will be a real stretch for you.
One of the challenges will be communicating effectively with your project team because many of them live in different countries and different time zones around the globe. Indeed, you certainly have a __________ team." A) transactional B) autonomous C) transparent D) transnational E) parallel
1372) "Chase, I'm going to put you in charge of the production team for our third shift, and your
team will be fully responsible for our entire production process and the products made during that shift. Your team will make decisions and be responsible for a complete range of tasks, including purchasing of materials, oversight of quality control, maintenance, and shipping." Chase will be leading a work team called A) a traditional work group. B) a quality circle. C) an autonomous work group. D) a semiautonomous work group. E) a parallel team.
1373) "Belle, I don't think that your team is quite ready to have independent decision-making
authority from ‘top to bottom.' I will give you and your team authority to carry out major production activities, but I want you to still rely upon outside support for certain tasks, for example, quality control and maintenance." Belle’s team will be a(n) A) quality circle. B) semiautonomous group. C) autonomous group. D) self-designing team. E) parallel team.
1374) The role of a management team is to A) manufacture, assemble, or sell things. B) coordinate and provide direction to subunits. C) develop new products and services. D) complete work not normally done by the standard structure. E) follow instructions provided by first-line supervisors.
1375) Ashley works for a novelty candy company that specializes in seasonal products. She is
part of a unit in which everyone is trained to do every job and empowered to make front-line decisions. As Ashley doesn’t enjoy taking part in the required peer reviews, she is glad that management oversees hiring and firing decisions. Ashley and her coworkers comprise a A) self-designed team. B) management team. C) project team. D) self-managed team. E) traditional work group.
1376) In the __________ stage of team development, rules and roles are established that set
long-lasting precedents. A) forming B) storming C) norming D) performing E) reforming
1377) In the __________ stage of team development, hostilities and conflict arise, and people
jockey for positions of power and status. A) performing B) reforming C) storming D) norming E) forming
1378) In the __________ stage of team development, group members agree on their shared
goals and standards, leading to the development of close relationships. A) storming B) norming C) reforming D) performing E) forming
1379) In the __________ stage of team development, the group channels its energies into
executing its tasks. A) reforming B) norming C) adjourning D) storming E) performing
1380) At the __________ leadership level, the team leader handles most (if not all) of the
leadership duties, including assigning tasks, making and explaining decisions, training team members, and managing members one-on-one. A) team B) supervisory C) participative D) laissez-faire E) democratic
1381) In a(n) __________ leadership approach, the team leader seeks input from group
members for decisions, provides assignments and experiences to develop members' skills and abilities, and coordinates group effort. A) autocratic B) participative C) supervisory D) dictatorial E) team
1382) At the team leadership level, the team leader focuses on A) broadening team capabilities through projects and assignments. B) handling most of the leadership duties. C) developing individual performance. D) reacting to change rather than anticipating change. E) opposing differences within the team.
1383) Jaime told his boss, "I don't understand it. Our first team meeting went so well. But, in
the second meeting, things got pretty stormy. We were all blaming each other for our lack of progress, and hostility and conflict took over. Egos rose to the surface, and people began __________. Finally, we agreed to cool off and meet again next week to agree on our shared goals." A) jockeying for position B) developing closer relationships C) developing norms D) demonstrating discipline needed to meet our deadline E) channeling their energies into performing tasks
1384) To ensure that a team is successful, it is important for the team leader to A) seek the inputs of all members. B) allow groupthink to develop. C) reduce trust between its members. D) practice supervisory leadership. E) restrict innovation and creativity.
1385) __________ enhances team performance, even among virtual teams. A) Overcommunication B) Conflict C) Groupthink D) Close supervision E) Empowerment
1386) Social loafing can be avoided if A) group members do not know each other. B) the communication between group members is limited. C) group members believe that others will take advantage of them. D) clear performance goals exist. E) the culture supports and rewards individual performance.
1387) A social facilitation effect is likeliest to be maintained if A) performance goals are ambiguous. B) group members do not know each other. C) group members believe that their lack of effort will go undetected. D) the task is meaningful to the people working on it. E) the culture supports individualism.
1388) __________ are described as different sets of expectations for how different individuals
should behave. A) Roles B) Skills C) Capabilities D) Abilities E) Attributes
1389) __________ are described as shared beliefs about how people should think and behave. A) Goals B) Benchmarks C) Roles D) Taboos E) Norms
1390) An effective practice for building teams that are cohesive and have high-performance
norms is to A) keep the team as large as possible. B) publicize the team's success among superiors. C) be an autocratic leader. D) maintain low entrance standards. E) tie rewards to individual performance.
1391) In the context of roles of a superior team leader, relating refers to A) seeking information from managers, peers, and specialists, and investigating
problems systematically. B) exhibiting social and political awareness, caring for team members, and building trust. C) influencing team members, as well as obtaining external support for teams. D) delegating authority, being flexible regarding team decisions, and coaching. E) setting a benchmark for the team and dictating terms that will help achieve the benchmark.
1392) Among the roles that superior team leaders perform, __________ involves seeking
information from managers, peers, and specialists, and investigating problems systematically. A) relating B) empowering C) scouting D) probing E) parading
1393) Persuading, as one of the roles that superior team leaders perform, refers to A) seeking information from managers, peers, and specialists, and investigating
problems systematically. B) delegating authority, being flexible regarding team decisions, and coaching. C) exhibiting social and political awareness, caring for team members, and building trust. D) influencing team members, as well as obtaining external support for teams. E) micromanaging team members to ensure that they strictly follow team norms.
1394) In the context of roles of a superior team leader, empowering refers to A) setting a benchmark for the team and dictating terms that will help achieve the
benchmark. B) influencing team members, as well as obtaining external support for teams. C) exhibiting social and political awareness, caring for team members, and building trust. D) seeking information from managers, peers, and specialists, and investigating problems systematically. E) delegating authority, being flexible regarding team decisions, and coaching.
1395) Peyton admitted, "My project team never did gel. It seemed as if we were all, as
individuals, working for different reasons. Some of us were focused on winning the next award from the client. Some of us were focused on bringing in the current project under budget. Some of us were focused on delivering a quality product regardless of the cost. Some of us wanted to finish on time. Some of us wanted to take as long as necessary to finish with excellence. Some of us wanted to go way beyond the client's contractual requirements." If you were Peyton’s manager, what would you counsel her to do so that her future teams do not have a similar experience? A) Commit to a common purpose. B) Place less emphasis on quality than quantity. C) Limit team empowerment. D) Encourage groupthink. E) Avoid the social facilitation effect.
1396) __________ refers to how attractive the team is to its members, how motivated members
are to remain in the team, and the degree to which team members influence one another. A) Assertiveness B) Cohesiveness C) Empowerment D) Collectivism E) Performance
1397) __________ occurs when a tightly knit team is so cooperative that agreeing with one
another's opinions and refraining from criticizing others' ideas become norms. A) Social loafing B) Performance C) Groupthink D) Cognitive dissonance E) Brainstorming
1398) Teams with both difficult goals and specific incentives to attain them achieve the
__________ performance levels. A) lowest B) highest C) mid-point D) fair E) minimum
1399) Dominic told his team, "I'm happy to report that we have been approved to earn team
rewards that are tied to our team performance.” Dominic knows this will A) increase team motivation. B) reduce social facilitation effect. C) inspire job enrichment. D) increase groupthink. E) increase group autonomy.
1400) Randi thought to herself, "If we meet our team objective to solve the client's problem, we
will earn a team award from our company. Now, each team member has contributed at a different level, so the team members should be rewarded differentially as well. The decisions on differential awards should be made by __________. That will result in the most valid reward allocations." A) the manager only B) the client C) the company D) the team members E) a peer review panel
1401) Superior team leadership behaviors include scouting, persuading, empowering, and A) overseeing. B) relating. C) critiquing. D) narrowing. E) negating.
1402) From management’s view, teams with __________ will have the lowest task
performance. A) low-performance norms and high cohesiveness B) high-performance norms and low cohesiveness C) high cohesiveness and high-performance norms D) low cohesiveness and low conflict E) high conflict and high-performance norms
1403) "We're finally there!" thought Tessa, division manager for Webster Incorporated. "It's
taken over a year, but my marketing team has finally gelled. The team members not only work very effectively together, they enjoy working together. And, just as importantly, they __________. Based on our numbers, their performance is better than any other team in the company." A) are accountable only to me B) establish high-performance norms for the team C) seek many new members for the team D) set high levels of groupthink for the team E) never disagree
1404) Managers wishing to build cohesive teams with high performance norms should A) focus more on performance than cohesion. B) keep the team as small as possible. C) tie rewards to individual performance. D) take credit for team successes. E) recruit members with dissimilar attitudes and values.
1405) __________ typically provide the most honest, and most crucial and useful, feedback
about the performance of a team. A) External customers B) Team leaders C) Category captains D) Task specialists E) Team maintenance specialists
1406) When individuals are motivated to work hard when others are present, are concerned with
what others think of them, and want to maintain a positive self-image, the phenomenon is known as A) cognitive dissonance. B) groupthink. C) cohesiveness. D) empowerment effect. E) social facilitation effect.
1407) The function of a task specialist is to A) reduce trust between team members. B) facilitate cohesion among team members. C) prevent team members from interacting with the external environment. D) micromanage team members. E) move the team toward accomplishment of objectives.
1408) __________ are people who boost morale, give support, provide humor, or soothe hurt
feelings within a group. A) Gatekeepers B) Energizers C) Self-managers D) Team maintenance specialists E) Devil’s advocates
1409) __________ would be an ineffective practice in building cohesive teams with high-
performance norms. A) Keeping the team small B) Being a participative leader C) Applying a high degree of autocratic decision making D) Publicizing teams' successes and achievements E) Presenting a challenge from outside the team
1410) Yoshi Naoko, vice president for operations, told his CEO, "It wasn't easy, but my
management team devised an approach for __________ based upon performance and cooperation. This was only made possible because the team members are truly interdependent and therefore must cooperate to attain our division's goals." A) individual rewards B) discouragement of risk taking C) team-based awards D) extensive management oversight E) management property information
1411) In the context of managing lateral relationships, a gatekeeper refers to A) a team member who perceives that his or her interests are being opposed or
negatively affected by another member in the same team. B) a leader who empowers team members to share information and participate in decision making. C) a team member who believes that his or her individual contributions are not important for the team. D) a coach who practices supervisory leadership to lead his or her team. E) a team member who keeps abreast of current developments and provides the team with relevant information.
1412) __________ is a team strategy that entails making decisions with the team and then
letting outsiders know of its intentions. A) Informing B) Parading C) Probing D) Stabilizing E) Divesting
1413) __________ refers to a team strategy that entails simultaneously emphasizing internal
team building and achieving external visibility. A) Informing B) Probing C) Stabilizing D) Parading E) Crowdsourcing
1414) __________ refers to a team strategy that requires team members to interact frequently
with outsiders, diagnose their needs, and experiment with solutions. A) Gatekeeping B) Probing C) Divesting D) Informing E) Parading
1415) In the context of working relationships between teams, __________ exist when top
management centralizes an activity to which a large number of other units must gain access. A) service relationships B) work flow relationships C) liaison relationships D) audit relationships E) stabilization relationships
1416) Among the different working relationships of teams, __________ relationships are
created when teams with problems call on centralized sources of expert knowledge. A) audit B) work-flow C) advisory D) stabilization E) service
1417) A(n) __________ relationship develops when people not directly in the chain of
command evaluate the methods and performances of other teams. A) service B) work-flow C) liaison D) audit E) advisory
1418) When teams must obtain clearance from others before they act, a __________
relationship is created. A) service B) work-flow C) liaison D) stabilization E) procedural
1419) A(n) __________ relationship is created when managers are called on to mediate conflict
between two organizational units. A) service B) work-flow C) stabilization D) audit E) liaison
1420) __________ is defined as a process in which one party perceives that its interests are
being opposed or negatively affected by another party. A) Conflict B) Constructive disagreement C) Ethical lapse D) Cognitive dissonance E) Avoidance
1421) __________ is a style of dealing with conflict involving cooperation on behalf of the
other party but not being assertive about one's own interests. A) Compromise B) Competing C) Avoidance D) Collaboration E) Accommodation
1422) __________ goals refer to higher-level organizational goals taking over specific
individual or group goals. A) Operational B) Superordinate C) Tactical D) Elementary E) Functional
1423) Which statement is accurate about conflict within organizations? A) Conflict can only be managed by compromise. B) Conflict is a normal part of organizational culture. C) Conflict should be encouraged within a team setting. D) Conflict fosters creativity when it is about personalities. E) Conflict is avoided by forming homogenous groups.
1424) __________ is a strong conflict response in which people focus strictly on their own
wishes and are unwilling to recognize the other person's concerns. A) Accommodation B) Compromise C) Competing D) Collaboration E) Cooperation
1425) What conflict management strategy results in satisficing but not optimizing solutions? A) accommodation B) compromise C) collaboration D) competing E) avoidance
1426) Research involving human resource managers indicates that successfully settling internal
conflicts begins by A) deciding how to resolve the dispute and communicating a decision. B) advising the disputants to avoid future incidents. C) investigating and gathering more information. D) determining who is the more valuable employee. E) avoiding the conflict as long as possible.
1427) The vice president of marketing said, "I wish that all of our contract negotiations ended
up like this one, even though it took months and involved resolving many conflicts. In working together for so long, we and the client built a relationship. As a result, we learned to work together cooperatively but without losing our assertiveness for our respective positions. It was a textbook case of using __________ to resolve conflicts." A) accommodation B) mediation C) collaboration D) compromise E) satisficing
1428) An experienced manager would share what advice with a new manager about effectively
managing conflict within work teams? A) Never allow compromise. B) Do not avoid conflict. C) Practice accommodation to attain your best personal outcome. D) Emphasize competing for stronger teamwork. E) Focus on collaborating for a satisficing outcome.
1429) Debra advised her subordinate, "All organizations and teams experience conflict. Your
aim should be to make the conflict __________, that is, to make those involved believe they have benefited rather than lost from the conflict. Benefits can be in the form of new solutions or strengthened work relationships." A) competitive B) repetitive C) productive D) mediating E) accommodating
1430) Sateesh told his subordinate, "Blake, you're level-headed and experienced. That's why
I've nominated you to represent our division on a cross-divisional task force team that will study our firm's compensation policy and make recommendations to executive management. This temporary, part-time team is expected to deliver its findings within six months. It is in addition to your regular 'day job.'" Blake will be working in a(n) A) work team. B) management team. C) parallel team. D) focus group. E) interest group.
1431) "My direct reports will be Carolyn as marketing manager, Beatrice as R&D manager,
Dave as engineering manager, Yuki as projects manager, Byron as procurement manager, and Armando as construction manager. We've worked together for two years, and no one is better than these professionals. They will lead their respective subunit departments, work together in an integrated fashion, and support me very effectively," said Roberto, Executive Vice President for Summit Technologies. These people represent Roberto’s A) parallel team. B) focus group. C) traditional work group. D) management team. E) interest group.
1432) "Gary will soon have a new project to manage, and everyone would like to be assigned to
it," said Nelson. "He is instituting a critical interview and selection process, ensuring that he gets team members who are top-notch and proud to be selected." By this action, Gary demonstrates that, to build a cohesive and high-performing project team, he intends to A) build a team as large as possible. B) serve as an autocratic leader. C) maintain high entrance and socialization standards. D) take credit for the team's success. E) encourage groupthink among his team.
1433) An important part of building a cohesive and high-performing team is to A) help build a team that is as large as possible. B) help the team succeed and publicize its successes. C) welcome anyone interested to join the team. D) tolerate social loafing among the team members. E) autocratically lead that team.
1434) "Drew, a year ago I didn't believe that your setting up a performance competition among
your division managers was going to be productive. I was wrong. All five divisions, including mine, turned in record profits. Now my staff are working incredibly well with staff from other divisions." Drew knows than an important part of building a cohesive and highperforming team is to A) build large teams. B) deemphasize social facilitation. C) use an autocratic style in leading the team. D) encourage animosity among the division managers. E) present a challenge from outside the team.
1435) Chung was facing the most difficult project management challenge in his career. He
would be heading up a team to design a complicated new software application. His team would be a "virtual" team. Thus, his team would A) be transparent in terms of performance. B) coordinate and give direction to the subunits under their jurisdiction. C) operate separately from the regular work structure. D) be physically dispersed and typically communicate electronically. E) not need resources.
1436) "So, do you want me to go ahead or just wait?" asked Kristen. "I've had it with you!" said
Bill. "Waiting is not an action or effort. If so, it would be your first effort all day. I'm tired of carrying you, and I'm tired of covering for you. Help me with this!" In this situation, Kristen is displaying A) psychological safety. B) groupthink. C) social loafing. D) cognitive dissonance. E) social facilitation.
1437) "Getting this new business launched was absolutely a team effort, and clearly a situation
of together we are stronger. Like all of you, I worked a lot harder on this team than I would have alone," said Callie. Callie’s team members exemplified the social facilitation effect, in which A) a team member keeps abreast of current developments and informs the team of relevant information. B) team members are so cooperative that they agree with one another's opinions and refrain from criticizing others. C) ideas become norms. D) teams give direction to the subunits under their jurisdiction. E) individuals work harder when they are members of a group than when they are working alone.
1438) "We have all the experts that we need to meet the team's objectives—an electrical
engineer, a mechanical engineer, a chemist, a chemical engineer, an accountant, and a financial analyst," thought Chantelle. "But our meetings and interactions have been stiff, forced, and occasionally tinged with conflict. We need to add a __________ to our team, to bring some humor, to boost morale, to soothe hurt feelings, and to show concern." A) team maintenance specialist B) gatekeeper C) mediator D) task specialist E) groupthinker
1439) What are the benefits that teams provide for their members?
1440) What are the characteristics of a traditional work environment?
1441) What are the characteristics of a new team environment?
1442) Discuss the stages of team development.
1443) Differentiate between participative leadership and supervisory leadership approaches.
1444) Elaborate on the responsibilities of team leaders using the team leadership approach.
1445) Discuss at least three reasons why groups fail.
1446) Discuss the three criteria that define team effectiveness.
1447) Describe the roles at which superior team leaders are effective.
1448) What are the two primary reasons that make cohesiveness important in teams?
1449) Describe any three working relationships that can develop as teams carry out their roles.
1450) Describe the four-stage strategy typically followed by human resources managers to
settle disputes.
1451) What are some responses to conflict, and how do these responses affect the success or
failure of a team?
1452) Compare the terms: accommodation, compromise, competing, and collaboration. What
strategy is best for managing conflict within a team?
1453) What is the manager's role in mediating conflict?
Answer Key Test name: chapter 12 1) TRUE 2) FALSE 3) FALSE 4) FALSE 5) TRUE 6) TRUE 7) FALSE 8) TRUE 9) D 10) D 11) B 12) C 13) A 14) A 15) D 16) E 17) A 18) A 19) B 20) C 21) A 22) B 23) D 24) E 25) B 26) D 27) A 28) E 29) B 30) C 31) E 32) C 33) D 34) B 35) D 36) B 37) C
38) D 39) B 40) C 41) D 42) C 43) B 44) B 45) D 46) A 47) C 48) B 49) E 50) B 51) B 52) A 53) A 54) A 55) E 56) D 57) D 58) A 59) E 60) B 61) B 62) C 63) D 64) E 65) A 66) B 67) C 68) B 69) A 70) D 71) B 72) A 73) B 74) B 75) A 76) E 77) E
78) D 79) C 80) C 81) E 82) A 83) D 84) B 85) A 86) C 87) D 88) D 89) E 90) A 91) E 92) B 93) B 94) C 95) B 96) C 97) C 98) B 99) C 100) 101) 102) 103) 104) 105) 106) 107) 108) 109) 110) 111) 112) 113) 114) 115) 116) 117)
C D C B E D C E A Essay Essay Essay Essay Essay Essay Essay Essay Essay
118) 119) 120) 121) 122) 123)
Essay Essay Essay Essay Essay Essay
Student name:__________ 1454) Teams can satisfy important personal needs for their members, such as affiliation and
esteem. ⊚ true ⊚ false
1455) Job skills learned by working in a team are not transferable to new positions. ⊚ true ⊚ false
1456) Self-managed teams are seldom found in manufacturing. ⊚ true ⊚ false
1457) Groups always keep progressing from one stage of team leadership to the other; they
never remain at any level for a long time. ⊚ true ⊚ false
1458) When trust is low, team members may spend more time trying to influence team
dynamics to protect their own interests than performing their actual jobs. ⊚ true ⊚ false