Principles of Management

Chapter 1

100

The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively is known as management.

True

200

Organizations are efficient when managers maximize the amount of input resources.

False; Feedback: Efficiency is a measure of how productively resources are used to achieve a goal. Organizations are efficient when managers minimize the amount of input resources or the amount of time needed to produce a given output of goods or services.

300

An organization’s vision is a short, succinct, and inspiring statement of what the organization intends to become and the goals it is seeking to achieve.

True. Feedback: An organization’s vision is a short, succinct, and inspiring statement of what the organization intends to become and the goals it is seeking to achieve—its desired future state. In leading, managers articulate a clear organizational vision for the organization’s members to accomplish, and they energize and enable employees so everyone understands the part he/she plays in achieving organizational goals.

400

The middle managers supervise the supervisors.

True. Feedback: The first-line managers are often called supervisors. Supervising the first-line managers are middle managers, responsible for finding the best way to organize human and other resources to achieve organizational goals.

500

The array of technical skills managers need is independent of the position they hold in their organizations.

False Feedback: Managers need a range of technical skills to be effective. The array of technical skills managers need depends on their position in their organizations.

Chapter 2

100

The effectiveness of managers is determined by a complex interaction between the characteristics of managers and the nature of the job and organization in which they are working

True Feedback: No single trait is right or wrong for being an effective manager. Rather, effectiveness is determined by a complex interaction between the characteristics of managers and the nature of the job and organization in which they are working. Moreover, personality traits that enhance managerial effectiveness in one situation may impair it in another.

300

Studies conducted over time have suggested that critical thinking is promoted by negative moods.

True Feedback: Research suggests that when people are in negative moods, they tend to be more detail-oriented and focused on the facts at hand. Some studies suggest that critical thinking and devil’s advocacy may be promoted by a negative mood, and sometimes especially accurate judgments may be made by managers in negative moods.

400

Rites of integration help build common norms and values.

True Feedback: Rites of passage help in learning and internalizing norms and values. Rites of integration help in building common norms and values. Rites of enhancement help in motivating commitment to norms and values.

500

In an innovative culture, managers are likely to lead by example, encouraging employees to take risks and experiment.

True Feedback: In an innovative culture, managers are likely to lead by example, encouraging employees to take risks and experiment. They are supportive regardless of whether employees succeed or fail.

Chapter 3

100

Customers are stakeholders of an organization, but managers are not.

False Feedback: Stakeholders can directly benefit or be harmed by its actions, the ethics of a company and its managers are important to them. It is important to examine the claims of these stakeholders—stockholders; managers; employees; suppliers and distributors; customers; and community, society, and nation-state.

200

All stakeholders benefit in the long run from companies making the right choices.

True Feedback: When making business decisions, managers must consider the claims of all stakeholders. To help themselves and employees make ethical decisions and behave in ways that benefit their stakeholders; managers can use four ethical rules to analyze the effects of their business decisions on stakeholders: the utilitarian, moral rights, justice, and practical rules. These are useful guidelines that help managers decide on the appropriate way to behave in situations where it is necessary to balance a company’s self-interest and the interests of its stakeholders. If all companies make the right choices, all stakeholders will benefit in the long run.

300

“An ethical decision is one that a typical person in a society would think is acceptable” is a statement that reflects the justice rule

False Feedback: The practical rule is that an ethical decision is one that a manager has no hesitation or reluctance about communicating to people outside the company because the typical person in a society would think it is acceptable.

400

Ethics officers are also known as ethics ombudsmen.

True Feedback: An ethics ombudsman is an ethics officer who monitors an organization’s practices and procedures to be sure they are ethical.

500

Managers can promote the effective management of diversity through the performance of interpersonal and decisional roles, but not through informational roles.

False Feedback: Managers can promote the effective management of diversity through the performance of interpersonal roles, decisional roles, and informational roles.

Chapter 4

400

People who are high on extraversion are especially likely to experience positive moods.

True Feedback: People who are high on extraversion are especially likely to experience positive moods; people who are high on negative affectivity are especially likely to experience negative moods.