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Business chapter 7 and 8 true or false

1. The main job of managers today is to watch over people to be sure they do what the manager asks of them.
False
2. 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.
False
3. Managers in progressive firms of all kinds tend to be friendly, and treat employees as partners.
True
4. Managers must earn the trust of their employees.
True
5. Because of their importance and skills, few managers lost their jobs in the recent economic crisis.
False
6. A modern manager’s main job is to issue orders, then follow up to make sure employees do as they were told.
False
7. Managers in progressive organizations tend to emphasize teamwork and cooperation rather than discipline and giving orders.
True
8. Despite all of the changes in the business environment, the basic way a manager performs his or her job has remained remarkably constant.
False
9. Given the lack of discipline and short attention spans of today’s workers, modern managers must watch their workers closely, set strict rules, and vigorously enforce policies.
False
10. In most high tech industries, the best way to respond quickly to rapid technological changes is to keep most authority and responsibility in the hands of a few key managers who provide precise, detailed directions to the workers.
False
11. Due to the fact that employees today often know much more about technology and the technical aspects of their jobs than their managers do, progressive managers emphasize team work and cooperation as a strategy for getting work done.
True
12. Managers make decisions about how to use organizational resources to accomplish goals.
True
13. Financing is one of the four key functions of management
False
14. The four key management functions are planning, organizing, leading, and controlling.
True
15. One trend of the “leading” management function is to empower employees, giving them as much freedom as possible to become self-directed and self-motivated.
True
16. Leading is the management function of designing the structure of the organization so that everyone can function together.
False
17. As a management function, the main focus of controlling is to keep complete and up-to-date records of the organization’s financial transactions for tax and regulatory purposes.
False
18. The management function that involves guiding, training, and motivating others to work toward the achievement of an organization’s goals is called leading
true
19. In many smaller firms the manager’s role is to direct the employees, telling them exactly what to do.
True
20. Planning is the function of management that includes anticipating future trends and determining the best strategies and tactics to achieve an organization’s goals and objectives
True
21. Planning is a key management function because other management functions depend on having a good plan.
True
22. Managers focus on making efficient use of their organization’s human resources, but leave decisions about the efficient use of other resources such as buildings, machinery, and supplies to engineers and accountants.
False
23. Today’s progressive organizations are designed around the needs of the customer. The idea is to organize systems to be responsive to customer needs.
True
24. Beth has spent the last two hours going over some consumer surveys to see how well her company is achieving its goal of improving customer satisfaction. Beth’s efforts are an example of the controlling function of management.
True
25. Jack, a manager with Tiny Tots Toy Company, has just participated in a meeting that looked at future trends in the toy industry, and identified new challenges and opportunities for Tiny Tots. Jack’s participation in this meeting was part of the organizing function of management.
False
26. 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.
True
27. Rita is a manager of a medium-sized service company. She is currently involved in redesigning her department to ensure that employees and other resources can respond more quickly and efficiently to the needs of its customers. Rita’s efforts are part of the organizing function of management.
True
28. Planning involves setting the organizational vision, goals and objectives.
True
29. Progressive managers consider planning to be of little importance in today’s rapidly changing business environment
False
30. Goals tend to be broad and focus on the long-term while objectives tend to be specific and more short-term in their focus.
True
31. A vision is a detailed set of specific steps that a firm must take to achieve its short-run objectives.
False
32. A statement about why an organization exists and what it is trying to achieve is called the organization’s directive.
False
33. A vision is the overall explanation of why an organization exists and where it is trying to head.
True
34. A vision gives the organization a sense of purpose and a set of values that unite employees toward a common destiny.
True
35. A mission statement outlines the fundamental purposes of an organization.
True
36. Today, a mission statement should also address social responsibility.
True
37. Goals are broad, long-term accomplishments an organization wants to achieve.
True
38. While goals are measurable, objectives are not.
False
39. Goals are developed and agreed to by management so that the workers can follow them.
False
40. Objectives should be expressed as broad, general principles rather than as specific short-term results.
False
41. Continuous planning is not necessary, because plans that worked well in the past are likely to continue to work well in the future.
False
42. Planning is a continuous process.
True
43. The SWOT analysis helps firms identify competitive threats and market opportunities.
True
44. An analysis of the business environment helps managers identify threats and opportunities that face their firm.
True
45. Strategic planning is now much easier than it used to be because managers have access to very reliable computerized forecasting tools.
False
46. Tactical planning deals with setting long-range goals, while strategic planning develops the specific strategies needed to achieve the organization’s operational goals.
False
47. Strategic planning determines the major goals of the organization.
True
48. Today’s business environment changes so rapidly that strategic planning is becoming more difficult and subject to change.
True
49. 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.
False
50. Contingency planning involves developing alternative courses of action to be used if the primary plans do not achieve the desired results.
True
51. Operational planning looks at the organization as a whole, while strategic planning focuses on specific departmental actions.
False
52. One example of tactical planning is setting annual budgets and deciding on other details and activities necessary to meet the strategic objectives.
True
53. Many cities and businesses are now developing contingency plans to respond to potential terrorist attacks.
True
54. Instead of creating detailed strategic plans, the leaders of market-based companies (companies that respond quickly to environmental changes) set flexible directions so as to allow for change and seize opportunities when they come.
True
55. Decision-making occurs in all management functions.
True
56. The first step in the rational decision-making model is to identify alternative solutions
False
57. The last step in the rational decision-making model is to determine whether the decision was a good one and follow up.
True
58. One step in the rational decision-making model is to develop alternatives.
True
59. Brainstorming is coming up with as many solutions as possible in a short period of time with a focus toward not censoring anyone’s ideas.
True
60. Problem-solving is more formal than using the rational decision-making model.
False
61. PMI is a problem solving technique that involves listing pluses, minuses and implications.
True
62. In the Reaching Beyond Our Borders box titled, “The Japanese Crisis, Terrorism, and American Business,” the authors emphasize tactical planning as more important than contingency planning when managing the risk of natural disasters and terrorist threats.
False
63. A mission statement should provide a detailed explanation of how a company will achieve its objectives.
False
64. The SWOT analysis focuses only on the internal activities of the firm, while a PERT analysis is used to review the external environment in which the firm operates.
False
65. Tactical planning involves making decisions about which customers to serve, what products or services to sell, and the geographic areas in which the firm will compete.
False
66. Contingency planning is most important in markets where conditions are relatively stable and market growth is predictable.
False
67. The top managers at the Sax Department Store find that their employees do not really share a common sense of purpose or have a common set of values. This suggests that top management has not provided a clear vision for the firm.
True
68. In order to ensure effective implementation, managers should make only one set of plans and carefully follow them to ensure that the organization’s objectives are achieved.
False
69. Lucy is part of the top management team at Cloudy Daze Rain Gear, a company that produces umbrellas, raincoats, hats and all-weather shoes. As a member of top management, Lucy is more likely to be involved in strategic planning than in tactical planning.
True
Jamika is a manager at a well-known retail store. Each morning she determines the order in which store projects are performed; she sets work schedules for employees and standards that must be met. These activities suggest that Jamika is involved in operational planning.
True
71. Sharon needed to solve a problem quickly, so she called together the work team in her department and asked them to list as many possible solutions as they could come up with in a short period of time. During the process she encouraged responses and avoided censoring what her workers said. Sharon is utilizing a problem solving technique known as brainstorming.
True
72. After management has created a plan of action, the focus turns to the controlling function to recheck and often redo the plan.
False
73. Organizing involves allocating resources, assigning tasks, and establishing procedures for accomplishing the organizational objectives.
True
74. The visual illustration of the relationships among the people within an organization that shows who is accountable for the work and who reports to whom is called a Gantt Chart.
False
75. An organizational chart shows who is accountable for the completion of specific work and who reports to whom.
True
76. Branch and plant managers and division heads are classified as first-line managers.
False
77. A CEO is often the president of the firm and is responsible for developing the strategic plans.
True
78. The recent recession eliminated many middle managers giving the remaining managers more employees to supervise
True
79. Supervisory managers are those who directly oversee the activities of workers and evaluate their daily performance.
True
80. Middle managers usually are responsible for tactical planning and controlling.
True
81. The CIO, COO, and CFO are classified as top management positions.
True
83. Conceptual skills refer to the ability of a manager to perform the tasks associated with a specific discipline or department.
False
84. First-line managers typically spend less time on conceptual tasks and more time on technical skills.
True
85. Most of a top manager’s time is devoted to conceptual and human relations activities
True
86. The ability to plan, coordinate, and delegate are among a manager’s most basic technical skills.
False
A person who is a good first-line manager is automatically likely to be a good middle or top manager.
False
88. Human relations skills include those associated with leadership, coaching, morale building and supportiveness.
True
89. The question of how to implement change within an organization is the responsibility of the firm’s CEO.
True
90. Staffing involves recruiting, hiring, motivating, and retaining the best people available for the organization.
True
91. Due to the growth of the Internet, recruiting is less important today than in the past.
False
92. Staffing is a less important management function today than in the past
False
93. Organizing involves developing a structure or framework that relates all workers, tasks and resources to each other.
True
94. Top management is also known as first-line management because it deals with key managerial decisions on a priority basis.
False
95. Supervisory managers usually work more with ideas than with people.
False
96. Because of the complex nature of their jobs, top managers spend most of their time developing and using technical skills.
False
97. The experience gained by first-line managers as they perform their jobs enables them to acquire all the skills they will need when promoted to higher levels of management.
False
98. Mark is a manager for Cable Connection. He spends most of his time scheduling the specific service calls that each employee performs during the day, verifying job completion, and evaluating employee performance on each call. These responsibilities suggest that Mark is a middle manager.
/ False
99. Chris was recently promoted to a position as a first-line manager. At this level of management, he will use human relations and conceptual skills as well as technical skills
True
100. Liz is a first-line manager at her company, which is very traditional in its approach to management. In her position, Liz probably spends a lot of time giving employees detailed and specific instructions.
True
101. Fatma wants to become a manager. However, she is shy and avoids conversation with strangers. She is very comfortable with computers and information technology and has great technical skills in these areas. Fatma’s personal traits make her a good candidate for a top management position.
False

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