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Exam 7: Management and Leadership

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Question 111

Multiple Choice

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How are managers today different from managers in the past?

A) Managers today are more likely to reprimand workers
B) Managers in the past would use praise and gentle suggestions
C) Managers in the past were less loyal to their employer
D) Managers today emphasize teamwork

E) A) and C)
F) B) and D)

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Question 112

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Accounting and finance are important for control systems because they provide the numbers management needs to evaluate progress.

A) True
B) False

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Question 113

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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:

A modern manager's main job is to issue orders, then follow up to make sure employees do as they were told.

Harold is a no-nonsense boss who believes that the best way for an organization to achieve its goals is for workers to follow their boss's orders. Thus, he tells workers exactly what to do and how to do it. Harold's approach is an example of directing.

involves recruiting, hiring, motivating, and retaining the best people available to accomplish the company's objectives.

Managers are most effective when they consistently use the same leadership style with every employee assigned to their work group.

Branch and plant managers and division heads are classified as first-line managers.

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?

Today's progressive organizations are designed around the needs of the customer. The idea is to organize systems to be responsive to customer needs.

Because economic and competitive environments frequently change, organizations should:

Financing is one of the four key functions of management.

Managers or teams of managers at the lower levels of an organization normally develop strategic plans, but top managers do most of the tactical planning.

Managers utilize organizational resources such as employees, information, and equipment to accomplish goals.

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.

Juanita is a project manager for a group of experienced and creative programmers at Idle Time Gaming, a publisher of popular computer games. Since the programmers are bright, creative, and highly motivated, Juanita brainstorms basic ideas with her group, then allows the programmers a great deal of freedom to do what it takes to reach the agreed upon objectives. Juanita is using a free-rein leadership style.

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:

While goals are measurable, objectives are not.

The best way to get people to do what a manager wants is for the manager to reprimand those who don't do things correctly.

After management has created a plan of action, the focus turns to the controlling function to recheck and often redo the plan.