Site MapHelpFeedbackPractice Quiz
Practice Quiz
(See related pages)

1
As presented in "The Manager's Job: Folklore and Fact," the traditional view of managers is that they are:
A)planners.
B)coordinators.
C)controllers.
D)entrepreneurs.
2
All of the following are myths about the manager's job, according to "The Manager's Job: Folklore and Fact," except:
A)the effective manager has no regular duties to perform.
B)the manager is a reflective, systematic planner.
C)the senior manager needs aggregated information, best provided by a formal management information system (MIS).
D)management is a science and a profession.
3
According to "The Manager's Job: Folklore and Fact," managers' effectiveness is significantly influenced by their insight into their own work.
A)True
B)False
4
As defined in "Why Emotional Intelligence Should Matter to Management," emotional intelligence can be described as the ability to:
A)express emotions, regardless of what they are.
B)lead from emotion rather than intellect.
C)monitor one's own and others' emotions.
D)disregard emotions in favor of logic.
5
As detailed in "Why Emotional Intelligence Should Matter to Management," those who are optimists tend to attribute setbacks to:
A)external causes.
B)internal causes.
C)unchangeable situations.
D)universal situations.
6
As claimed in "Why Emotional Intelligence Should Matter to Management," studies have shown that the best predictor of outstanding performance and leadership is the intelligence quotient (IQ).
A)True
B)False
7
According to "The Science and Art of Managing," a company puts in place a formal organization in order to:
A)minimize individual misunderstandings of the company's mission.
B)satisfy legal requirements for incorporation.
C)maximize its human and other resources.
D)determine job descriptions and payment structures.
8
As stated in "The Science and Art of Managing," the point at which a company's managerial structure needs to be revised cannot be determined by rules; it must be determined by:
A)circumstances.
B)expansion.
C)failures.
D)consensus.
9
The author of "The Science and Art of Managing" points out that the principles of structured organization run counter to the work-team/empowered employee philosophy currently popular.
A)True
B)False
10
According to "Trends Shaping Tomorrow's World," most global technological and demographic trends:
A)cannot be predicted with any accuracy.
B)can only be predicted about two decades into the future.
C)are predictable for two or more centuries into the future.
D)can only be predicted past the year 2050.
11
As claimed in "Trends Shaping Tomorrow's World," the current global economic recovery is being driven by:
A)the United States.
B)the European Union.
C)China
D)India
12
As noted in "Trends Shaping Tomorrow's World," one of the biggest limiting factors for U.S. economic recovery is unemployment.
A)True
B)False
13
As put forth in "Planning," there can be no good plan of action without continuity of:
A)tenure of management personnel.
B)sales over time.
C)financial reporting.
D)governmental oversight.
14
Drawing on his own business experience, the author of "Planning" illustrates the method of drawing up a plan in a business concerned with:
A)insurance.
B)textiles and clothing manufacturing.
C)construction.
D)mining and metallurgy.
15
As the author of "Planning" suggests, a company can insure against disaster by putting two or three different plans into effect at the same time.
A)True
B)False
16
As noted in "Going Green," the problem facing automakers is to balance the protection of the global environment with:
A)governmental regulations.
B)the demands of stockholders.
C)the survival of their business.
D)the need for speed.
17
As revealed in "Going Green," the auto industry is the cause of fewer dangerous greenhouse-gas emissions than:
A)livestock.
B)manufacturing.
C)private homes.
D)discarded appliances and batteries.
18
As profiled in "Going Green," one of the major issues facing the auto industry is that executives think in terms of short-term payback for investments rather than long-term savings and goodwill.
A)True
B)False
19
According to "Renewing Your Will to Compete," the real foundation of corporate performance is its:
A)strategies and tactics.
B)processes and procedures.
C)financials.
D)will to compete.
20
As defined in "Renewing Your Will to Compete," the "Operating Dynamic" of an organization is found in its:
A)spirit of leadership.
B)history of performance.
C)CEO.
D)individual managers.
21
As noted in "Renewing Your Will to Compete," the major reason why at least half of new executives fail is their failure to understand the key performance indicators (KPIs) of the company.
A)True
B)False
22
As presented in "A Strategic Framework for Governance, Risk, and Compliance," Governance, Risk, and Compliance (GRC) initiatives were created to improve a company's:
A)bottom line.
B)staffing patterns.
C)risk and control functions.
D)customer service.
23
As noted in "A Strategic Framework for Governance, Risk, and Compliance," the best way to examine functions under GRC is to look at them:
A)holistically.
B)individually.
C)as part of existing activities.
D)as unique and independent of each other.
24
As argued in "A Strategic Framework for Governance, Risk, and Compliance," there are no processes or activities that are common across all GRC functions.
A)True
B)False
25
As claimed in "11 Critical Areas of Phenomenal Success," most small businesses fail because business owners do not:
A)know what to do.
B)know how to do the things they should do.
C)remember why they started their business.
D)carry out the things they know they should do.
26
As argued in "11 Critical Areas of Phenomenal Success," the key to unlocking the secret door to a phenomenally successful business is:
A)understanding human behavior.
B)working every day, seven days a week.
C)hiring good employees.
D)providing a service that makes people happy.
27
As noted in "11 Critical Areas of Phenomenal Success," the best thing a small-business owner can do in the way of marketing is to learn to differentiate him-/herself from the competition.
A)True
B)False
28
As defined in "Embracing Confusion: What Leaders Do When They Don't Know What to Do," RIA is the authors' name for a five-step process through which:
A)employees can take matters into their own hands when their managers do not know what to do.
B)companies can determine which managers are effective leaders.
C)managers can remain in charge while admitting their confusion and seeking appropriate guidance.
D)managers can avoid confusing situations.
29
As set forth in "Embracing Confusion: What Leaders Do When They Don't Know What to Do," managers who deny or hide their confusion typically fall into a pattern of behavior that the authors call the:
A)Loser Syndrome.
B)Lost Leader Syndrome.
C)Lack of Learning Syndrome.
D)Panic Syndrome.
30
As noted in "Embracing Confusion: What Leaders Do When They Don't Know What to Do," confusion is a shameful weakness that leaders should confess to and overcome.
A)True
B)False
31
As presented in "Classifying the Elements of Work," before motion studies and time studies can be done work must be:
A)classified into elements.
B)considered as a whole.
C)categorized into as few areas as possible.
D)defined in terms of occupation.
32
Therblig, according to "Classifying the Elements of Work," are:
A)processes.
B)subdivisions.
C)operations.
D)cycles.
33
The evils of deadening monotony, as claimed in "Classifying the Elements of Work," exist only where there is sufficient knowledge of the therblig and the variables affecting them.
A)True
B)False
34
As set forth in "Understanding the Root Causes of Change and the Emerging Chaos," the Latesvology Conceptual Model is designed to help organizations understand:
A)chaos.
B)change.
C)costs.
D)communication.
35
As explained in "Understanding the Root Causes of Change and the Emerging Chaos," the linkages involved in the Latesvology Conceptual Model include all of the following except:
A)economics.
B)organizations.
C)societal values.
D)technology.
36
As noted in "Understanding the Root Causes of Change and the Emerging Chaos," population growth has little to do with technological advances or changes in societal values.
A)True
B)False
37
At the root of faux change, according to "The Dark Side of Change," is:
A)a feeling of insecurity by the incoming manager.
B)a superficial needs assessment made by the incoming manager.
C)the pressure to increase quarter-to-quarter profits.
D)fear of takeover by a larger competitor.
38
As stressed in "The Dark Side of Change," change should:
A)result in a smaller workforce.
B)be a product of enthusiasm.
C)increase profits immediately.
D)produce genuine and sustainable improvement.
39
As demonstrated in "The Dark Side of Change," faux change is on the decline.
A)True
B)False
40
Cognitive capacities, as listed in "A Theory of Human Motivation," include all of the following except:
A)perceptual.
B)intellectual.
C)hunger.
D)learning.
41
The neurosis in which the search for safety takes its clearest form, as mentioned in "A Theory of Human Motivation," is the:
A)schizophrenic neurosis.
B)addictive neurosis.
C)manic-depressive neurosis.
D)compulsive-obsessive neurosis.
42
According to "Implementing Sustainability," "corporate sustainability" refers to the:
A)longevity of a corporation.
B)management within a corporation.
C)social and environmental responsibility of a corporation.
D)financial strength of a corporation.
43
As noted in "Implementing Sustainability," very few decisions with regard to corporate sustainability are made at corporate headquarters because:
A)top management is rarely aware of the need for corporate sustainability.
B)corporate sustainability impacts are often local.
C)top management is rarely invested in a company-wide corporate sustainability program.
D)corporate sustainability is usually a minor part of a company's overall strategy.
44
As presented in "Implementing Sustainability," in order to be successful, employee volunteerism must be mandated by management.
A)True
B)False
45
As presented in "Learn Change Leadership from Two Great Teachers," in their work with systems thinking, both W. Edwards Deming and Russell Ackoff emphasized the importance of:
A)economic factors.
B)top-down management styles.
C)policies and procedures.
D)psychology and people.
46
As noted in "Learn Change Leadership from Two Great Teachers," Deming's teachings in quality improvement are most useful when applied to:
A)product specifications.
B)organizing technical service.
C)knowledge work.
D)employee satisfaction.
47
As claimed in "Learn Change Leadership from Two Great Teachers," improving one part of a system almost always improves the system overall.
A)True
B)False
48
As maintained in "The True Measure of a CEO," the American corporate culture too often operates in opposition to Aristotle's prescription for leadership, which, if followed by today's CEOs, would:
A)bring an end to labor unions.
B)be catastrophic for small business owners.
C)eliminate the need for middle management.
D)create the conditions under which workers could realize their full potential.
49
As reported in "The True Measure of a CEO," the CFO's response when his company learned that the minimum wage in China might increase to $71 per month was his suggestion that:
A)the company reduce its dependence on Chinese labor.
B)the company voluntarily raise their Chinese workers' wages to at least $100 per month.
C)the workers be charged more for their room and board.
D)each of the company's top people accept less than a $1 million raise in salary to offset the increased cost of labor.
50
As claimed in "The True Measure of a CEO," even moderately well-paid CEOs of large corporations make about as much in a day as their workers make in a year.
A)True
B)False
51
As claimed in "Improving Unit-Level Performance through Better People-Practices," one of the most important aspects of franchise systems, and one that is the most neglected, is:
A)people processes.
B)cost processes.
C)profitability processes.
D)technical processes.
52
According to "Improving Unit-Level Performance through Better People-Practices," one of the most important aspects of any operational processes in a company is that they must be implemented within a culture of:
A)strict oversight.
B)continuous improvement.
C)instinct.
D)assumption.
53
As noted in "Improving Unit-Level Performance through Better People-Practices," selection systems must be developed by the people who will be using them the most.
A)True
B)False
54
According to "Let's Be Clear," one of the most important focuses of diversity training today is:
A)physical differences.
B)language differences.
C)generational differences.
D)personality differences.
55
As noted in "Let's Be Clear," body language is an aspect of:
A)verbal communication.
B)non-verbal communication.
C)personality.
D)age.
56
As set forth in "Let's Be Clear," workplace conflict is a major disruption for those of any communication style.
A)True
B)False
57
According to "An Uneasy Look at Performance Appraisal," the traditional method of evaluating employees is flawed mainly because:
A)corporate expectations are often not communicated to the workers in a meaningful way.
B)unless handled perfectly it comes close to violating the integrity of the personality.
C)it brings undue stress to both managers and employees.
D)employees often feel they are being criticized unfairly.
58
As shown in "An Uneasy Look at Performance Appraisal," Peter Drucker's concept of "management by objectives" offers a superior solution to the evaluation process because:
A)it calls on managers to establish short-term objectives for their workers.
B)employees as a group are allowed a vote on realistic goals.
C)it calls on the subordinates to establish short-term performance goals for themselves.
D)employees have a say in electing their own leadership.
59
As stated in "An Uneasy Look at Performance Appraisal" the shift from individual to group appraisals often solves many of the problems faced by managers during the review process.
A)True
B)False
60
According to "Beyond Compliance," the purpose of the 2002 Sarbanes-Oxley Act (SOX) was to:
A)relax costly internal controls for publicly traded companies.
B)regulate out-of-control state spending.
C)address declining confidence in the marketplace by increasing internal controls.
D)increase transparency in small-business and government operations.
61
As explained in "Beyond Compliance," one of the biggest complaints for companies about having to comply with SOX was the:
A)expense of compliance.
B)lack of government oversight with compliance.
C)overly specific guidelines for implementation.
D)lack of a clear-cut reason for passing the act.
62
As stated in "Beyond Compliance," companies that view SOX as more than just required legislation have had the most success in achieving improvements in processes.
A)True
B)False
63
As pointed out in "Corporate Security Management: What's Common? What Works?" when it comes to choosing security strategies, companies:
A)must follow the same sorts of regulations that dictate health and safety practices.
B)are free from regulatory oversight and can choose whatever they want.
C)tend to implement more security measures than they need.
D)like to imitate what every other company is doing.
64
As shown in the survey data given in "Corporate Security Management: What's Common? What Works?" fewer employee thefts were reported by companies that:
A)post armed guards at employee entrances.
B)have new employees formally addressed by the security department.
C)make employees pass through a metal detector upon entering and leaving the facility.
D)have a strict dress code.
65
As supported by the survey results shown in "Corporate Security Management: What's Common? What Works?" managers spend money more freely in areas where they see progress toward a goal.
A)True
B)False
66
As explained in "Six Sigma's Growing Pains," Six Sigma is a quality-improvement process focusing on:
A)worker productivity.
B)client satisfaction.
C)service provision.
D)defect elimination.
67
As claimed in "Six Sigma's Growing Pains," the seeds of Six Sigma's perceived shortcomings have to do with:
A)flaws in the methodology itself.
B)how it is applied in the workplace.
C)managers' inability to embrace the process.
D)the low expectations that most companies have for the process.
68
As reported in "Six Sigma's Growing Pains," recent studies indicate that the managers most attractive to businesses today are those with Six Sigma qualifications.
A)True
B)False
69
As described in "Quality Is Easy," the concept of zero defects means that:
A)the only acceptable standard is perfection.
B)defects are never acceptable.
C)mistakes and errors can usually be overlooked.
D)the concept of a performance standard is obsolete.
70
As noted in "Quality Is Easy," Phil Crosby, the creator of the ZD concept, defines "defects" as characteristics that:
A)do not meet the specification.
B)the consumer considers unfavorable.
C)are so substandard that any worker could identify them.
D)may or may not be acceptable, depending on the worker's interpretation.
71
As reported in "Quality Is Easy," every major U.S. company conducted a zero defects program throughout the 1960s.
A)True
B)False
72
As presented in "Supply Chain Management," the best response to changing U.S. Food and Drug Administration (FDA) regulations is for corporations to:
A)wait for regulations to take effect before worrying or making changes.
B)lobby lawmakers to decrease regulatory oversight.
C)improve problematic practices immediately.
D)pay FDA fines and continue business as usual.
73
As claimed in "Supply Chain Management," the most frequently overlooked step in supply-chain management is supplier:
A)qualification.
B)relationships.
C)audits.
D)selection.
74
As argued in "Supply Chain Management," supply-chain strategies should be as similar as possible for all types of products.
A)True
B)False
75
As claimed in "The Human Side of Enterprise," in order to make human organizations more effective, industry must learn how to utilize the fundamentals of:
A)physical science.
B)technology.
C)the social sciences.
D)management oversight.
76
As outlined in "The Human Side of Enterprise," conventional management theory is, in part, based on the belief that:
A)people are lazy and will work as little as possible.
B)management is not responsible for workers' behavior.
C)workers are dedicated to the needs of their organization.
D)workers should never be punished or manipulated.
77
As noted in "The Human Side of Enterprise," poor worker behavior in industrial organizations is primarily due to the inherent nature of humans.
A)True
B)False
78
As claimed in "Strategic Organizational Diversity," the major problem encountered in pursuing diversity in an organization is the:
A)difficulty in finding diverse, yet qualified, workers.
B)lack of agreement on a definition of diversity.
C)lack of investment in the concept of diversity by corporate management.
D)difficulty in directing a diverse population toward one goal.
79
According to "Strategic Organizational Diversity," an organization's quest for diversity should be guided by the organization's:
A)commitment to social responsibility.
B)desire to be a good corporate citizen.
C)drive to comply with the law.
D)specific goals and needs.
80
As noted in "Strategic Organizational Diversity," creating diversity within an organization should be seen as an end in itself.
A)True
B)False
81
According to "Managing in the 'New' Workplace," Generation Y (Gen Y) employees want most to compete against:
A)themselves.
B)their coworkers.
C)competitive companies.
D)their managers.
82
As claimed in "Managing in the 'New' Workplace," one of the most important motivator for Gen Y-ers is knowing that:
A)they will receive money for their efforts.
B)they will be guaranteed long-term, secure employment.
C)someone is keeping track of their efforts.
D)what they do now will be recognized far into the future.
83
As presented in "Managing in the 'New' Workplace," most Gen Y-ers do not believe that a rewarding long-term relationship with an employer is possible.
A)True
B)False
84
According to "Preparing Workers for Successful Careers," of the 20 fastest-growing occupations in the United States today, 12 require:
A)only a high school diploma.
B)no specialized education or training.
C)a doctoral degree.
D)an associate's degree or higher.
85
As claimed in "Preparing Workers for Successful Careers," the globalization of business and industry requires workers with:
A)core knowledge and skills that can be quickly upgraded and adapted.
B)a well-rounded academic education.
C)no special skills, but an ability to learn on the job.
D)specific knowledge and information that is not subject to flexibility or change.
86
As noted in "Preparing Workers for Successful Careers," an "apprenticeship" is an old-fashioned idea that has no place in today's rapidly changing workplace.
A)True
B)False
87
According to "The Discipline of Innovation," the one thing that the most successful entrepreneurs have in common is a:
A)certain personality type.
B)willingness to spend money on new designs.
C)commitment to innovation.
D)desire to be successful in many areas.
88
As claimed in "The Discipline of Innovation," the simplest source of innovation opportunity is:
A)technology.
B)the unexpected.
C)functional inspiration.
D)entrepreneurs.
89
As pointed out in "The Discipline of Innovation," an incongruity between expectations and results usually ends up in the failure of an innovative idea.
A)True
B)False
90
As presented in "TR50 2010," Technology Review chooses its 50 most innovative companies based on all of the following except:
A)inventing new technology.
B)using new technology to grow the company.
C)controlling costs for both the company and consumers.
D)transforming how humans live.
91
As claimed in "TR50 2010," the biggest long-term market for newer, safer lithium-ion batteries is:
A)rechargeable power tools.
B)personal electronics.
C)home appliances.
D)electric cars.
92
As featured in "TR50 2010," all top-50 companies have been able to offer higher-quality products to consumers at lower costs than their competitors.
A)True
B)False
93
As pointed out in "5 Simple Steps to Build a Winning Corporate Culture," culture in a company is defined by:
A)vision, mission, and values statements.
B)actions on the ground.
C)a changing story line put out by management.
D)employees.
94
According to "5 Simple Steps to Build a Winning Corporate Culture," people tend to do not what is expected but what is:
A)unexpected.
B)satisfying.
C)discouraged.
D)inspected.
95
As specified in "5 Simple Steps to Build a Winning Corporate Culture," in a winning corporate culture, the leader's words and actions may not always be aligned.
A)True
B)False
96
As claimed in "Corporate 'Greening,'" one thing that many companies that are attempting to become more environmentally conscious have discovered is that:
A)it is nearly impossible to balance environmental demands with investor interest.
B)going "green" is too expensive a process for corporate-wide implementation.
C)environmental responsibility has actually proven to be good for the bottom line.
D)environmental consciousness is proving to be a fad that is gradually fading.
97
As described in "Corporate 'Greening,'" the Green Confidence Index reflects:
A)corporate costs associated with "green" initiatives.
B)consumer confidence in various environmental programs.
C)corporate efforts to be environmentally responsible.
D)American attitudes about environmental responsibility.
98
As noted in "Corporate 'Greening,'" when the recent recession hit, most companies were forced to scale back their environmental efforts along with their staff and other business costs.
A)True
B)False
99
The centerpiece of current corporat- reform efforts, as put forth in "The Road to Stronger Corporate Governance," would make:
A)executive salaries much lower.
B)shareholders more responsible for the actions of the companies in which they hold stock.
C)board members more independent and informed.
D)financial statements more readily comprehensible by average investors.
100
The primary responsibility of corporate directors, as maintained in "The Road to Stronger Corporate Governance," is to:
A)the larger community stakeholders.
B)company shareholders.
C)company executives.
D)Wall Street in general.
101
A Board of Directors, as described in "The Road to Stronger Corporate Governance," should contain at least 75 percent independent directors in order to fulfill the requirements of their position, including the examination of executive pay and performance of the management team.
A)True
B)False
102
As brought out in "Up to the Challenge," entrepreneurs who seek the help and advice of others:
A)are extremely rare.
B)tend to lack their own visions for success.
C)can readily find seasoned businesspeople who are eager to share their expertise.
D)frequently encounter other entrepreneurs who are unwilling to be supportive.
103
As mentioned in "Up to the Challenge," the CEO of SBTV.com believes that hiring an experienced senior executive is:
A)economically ill-advised for a small, growing company.
B)a worthy goal, but these executives are hard to find.
C)certainly feasible because large companies have downsized, and these executives are looking for work.
D)not as favorable as hiring young, moldable candidates.
104
As reported in "Up to the Challenge," the founder of Hosted Solutions regarded some of the experts' advice as favorable, but firmly rejected the idea of a focus group.
A)True
B)False





To learn more about the book this website supports, please visit its Information Center.
Copyright (c)2010 McGraw-Hill Education .
Any use is subject to the Terms of Use and Privacy Notice | Report Piracy


Contemporary Learning SeriesOnline Learning Center

Home > Management > 16e > Practice Quiz