Test Bank for Management 11th Edition by Schermerhorn

Test Bank for Management 11th Edition by Schermerhorn YOU CAN FIND MORE QUESTIONS AND ANSWERS , just go HERE Chapter 1: Introducing Management 1. Self-Awareness: A. helps us build on strengths B. helps overcome weaknesses C. helps us avoid tendencies toward self-enhancement D. is easy to talk about but hard to master E. All of the above 2. According to the Johari Window, the Blind Spot, The Unknown and Hidden Self: A. Challenge our willingness and capacities for self-discovery B. Represent perceptions of ourselves C. Represent the perceptions others have of us D. Provide only what is known to others E. None of the above 3. The “themes of the day” for great organizations organizations in the New Economy are: A. Participation, Respect, Tradition, Involvement, Self-management B. Self-management, Involvement, Respect, Participation, Teamwork, Empowerment C. Involvement, Respect, Self-management, Teamwork, Shareholder value D. Respect, Involvement, Participation, Self-management, Control E. Self-management, Participation, Teamwork, Respect, Action 4. Utilizing services such as Monster.com and LinkedIn online career sites for job hunting taking advantage of your online access acc ess and using the right protocols to access these resources is an example of _________. A. Knowledge Worker B. Tech IQ C. Workforce Diversity D. Intellectual Capital E. None of the above . Rachel enjoys working with technology and is comfortable using it in her everyday activities including at her job as an accountant. She looks forward to the latest technological advancements and embraces the change by learning about the new technology and how it can be applied to her job. Rachel is displaying a(n) __________. A. High Tech IQ B. Technology Aversion C. Intellectual Capital Growth D. Example of Knowledge Worker fatigue E. Ethics in the Workplace 6. According to the text, Tech IQ is _____________. A. The worldwide interdependence of resource flows, product markets, and business competition.

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B. A set of moral standards, of what is “good” “ good” and “right” in one’s behavior. beh avior. C. The differences that exist among employees with regard to gender, age, ethnicity, etc. D. A person’s ability to use technology technolog y at work and everyday living, and and commitment to stay informed on the latest technological developments. E. A person’s knowledge of their job description within the organization 7. ABC, Inc. would like to utilize new software programs to track potential customers, keep track of existing ones, and track sales performance. T hey would like to be able to interact with this software and run its applications without the need to install the software on their company computers. ABC, Inc. appears to have an interest in _______. A. Cloud Computing B. Knowledge Workers C. Network Storage D. Globalization E. None of the above 8. In today’s new workplace, careers are being redefined in terms of: A. Flexibility, free agency, skill portfolios, and entrepreneurship. B. Free agency, Entrepreneurship, Skill portfolios, Control C. Skill portfolios, Free agency, Entrepreneurship, Competitiveness D. Free agency, Skill portfolios, Entrepreneurship, Diversity E. Entrepreneurship, Free agency, Skill portfolios, Traditional values 9. In addition to initiative and discipline, career su ccess today also requires: A. Continuous learning B. Aggressiveness C. Competitiveness D. A strong sense of tradition E. Assertiveness 10. The one concept that does not accurately describe factors impacting careers in the new economy is: A. Free agency. B. Flexibility. C. Entrepreneurship. D. Guaranteed employment. E. Skill portfolios. Chapter 2: Management Learning Past to Present 1. The text refers to types of learning styles which helps define how you like to learn. These learning styles are: A. Accommodator B. Diverger C. Converger D. Assimilator E. All of the above 2. Management was important in which of these situations: A. Egyptian pyramids B. Rise of the Roman Empire C. Commercial success of 14th century Venice D. Industrial Revolution


E. All of the above 3. In terms of today’s management practices with relation to the historical roots of management throughout time, the history of management _____________. A. has no influence on management today B. is exactly the same as management today C. provides many useful lessons, some of which we are still trying to perfect D. should be used as a reference only and not in actual management applications today E. is old and outdated and has no part in management today 4. The three branches of the classical approach to management are __________. A. Behaviorism, rationalism, and self actualization. B. Scientific management, administrative principles, and bureaucratic organization. C. Authoritarian, permissive, and homeostatic. D. Economic, modern, and self actualizing. E. Open, closed, and entropic. 5. The belief that people will rationally consider available opportunities and do whatever is necessary to achieve the greatest personal eco nomic gain is the underlying assumption of which wh ich approach to management thought? A. Quantitative approach. B. Socioeconomic approach. C. Modern approach. D. Classical approach. E. Behavioral approach. 6. According to Frederick Taylor, the principal object of management should be __________. A. Profitability. B. Efficiency. C. Achieving the greatest good for society. D. The good of the community. E. Securing maximum prosperity for employer and employee. 7. Who is known as the father of scientific management? A. Frank Gilbreth. B. Max Weber. C. Henri Fayol. D. Frederick Taylor. E. Lillian Gilbreth. 8. Anthony has been watching w atching some of his employees sort and put inventory into storage bins. It appears to him that significant time and effort are being wasted in this process. Anthony decides to analyze the workers’ overall task task and then select and train workers for specific parts of the job to increase their productivity. Anthony is applying the principles of __________. A. scientific management B. organizational behavior C. management science D. contingency theory F. administrative management 9. A follower of Frederick Taylor would be LEAST likely to try to __________. A. make results-based compensation a performance incentive. B. select workers with the right abilities to do the job.


C. offer workers proper training. D. motivate workers by encouraging them to work in small groups. E. train supervisors to support workers by carefully planning their work. 10. The practical lessons of scientific management include all of the following EXCEPT: A. Make results-based compensation a performance incentive. B. Select workers with the right abilities to do the job. C. Allow workers to have input into the determination of work methods and performance standards. D. Carefully design jobs with efficient work methods. E. Train supervisors to support workers by carefully planning their work. Chapter 3: Ethics and Social Responsibility 1. __________ reflect(s) the code of o f moral principles that sets standards as to what is “good” versus “bad” or “right” versus “wrong” in people’s conduct, and thereby thereby guides their moral choices and behavior. A. Group norms B. Legal behavior C. Ethics D. Civil law E. Humanistic behavior 2. Which statement accurately describes the relationship between law and ethics? A. Even though an action is legal, it may not be ethical. B. An action that is not illegal is without question an ethical action. C. Living up to the “letter of o f the law” is a sufficient guarantee that a person’s actions are truly ethical. D. A and C. E. B and C. 3. Most ethical problems in the workplace arise when people are asked to do or are about to do something that __________. A. is illegal B. goes against work group standards C. violates their personal beliefs D. violates the organization’s policies E. violates social norms 4. The underlying beliefs and attitudes that help determine behavior are referred to as __________. A. values B. ethics C. morals D. personal standards E. social norms 5. __________ are preferences regarding desired ends. A. Ethical values B. Utilitarian values C. Instrumental values D. Social values


E. Terminal values 6. Self-respect, freedom, happiness and family security are examples of __________ that managers consider to be important. A. moral values B. socialistic values C. terminal values D. instrumental values E. bureaucratic values 7. __________ are preferences regarding the means for accomplishing desired ends. A. Ethical values B. Utilitarian values C. Terminal values D. Instrumental values E. Social values 8. Imagination, ambition, self-discipline, and honesty are examples of __________ that managers man agers consider to be important. A. instrumental values B. moral values C. socialistic values D. terminal values E. bureaucratic values 9. The utilitarian view of ethical behavior is that which __________. A. provides the greatest good for the greatest number of people B. respects and protects the individual’s fundamental rights C. ensures that people are treated impartially and fairly D. advances the pursuit of long term te rm self-interests E. ensures the resolution of personal moral dilemmas 10. Using results-oriented performance criteria to judge what is best for most peop le in a business organization is an application of which view of ethical behavior? A. The utilitarian view B. The individualism view C. The collectivism view D. The moral-rights view E. The justice view Chapter 4: Environment, Sustainability, and Innovation 1. Faced with slumping sales and increased costs, ABC Inc. has decided to outsource the work of one of its divisions to a foreign location. This is an example of: A. Unbranding B. Onshoring C. Offshoring D. Reshoring E. None of the above 2. 15th Ave. Coffee & Tea in Seattle is actually a Starbucks-owned café, even though this corporate ownership isn’t noticeable to a customer. Starbucks claims this strategy offers an “amplified focus on local relevance”. Starbucks is utilizing the concept of _____________.


A. Offshoring B. Onshoring C. Unbranding D. Market penetration E. Brand awareness 3. When stores owned by major national and global chains are advertised with local nonbranded names these organizations are involved in ___________. A. Unbranding B. Offshoring C. Reshoring D. Onshoring E. None of the above 4. General environment conditions exclude which one of the following categories? A. Technological conditions. B. Human relations conditions. C. Economic conditions. D. Legal-political conditions. E. Natural environment conditions. 5. The __________ consists of all the conditions in the external environment of an organization that forms a background context for managerial decision making. A. Task environment. B. General environment. C. Specific environment. D. Management environment. E. Organizational environment. 6. Which of the following would NOT be a condition in the general environment? A. Economic conditions. B. Sociocultural conditions. C. Legal-political conditions. D. Extent and nature of competition. E. Technological conditions. 7. Economic conditions in the general environment include __________. A. Philosophy and objectives of the political party or parties running the government, a s well as laws and governmental regulations. B. Inflation, income levels, gross domestic product, unemployment, and job outlook. C. Norms, customs, and social values regarding huma n rights; trends in education and related social institutions; and demographic patterns in society. D. Development and availability of technology, including scientific advancements. E. Nature and conditions of the natural n atural environment, including levels of pubic conce rn expressed through environmentalism. 8. Legal-political conditions in the general environment include __________. A. Philosophy and objectives of the political party or parties running the government, as w ell as laws and governmental regulations. B. Inflation, income levels, gross domestic product, unemployment, and job outlook. C. Norms, customs, and social values regarding huma n rights; trends in education and related social institutions; and demographic patterns in society.


D. Development and availability of technology, including scientific advancements. E. Nature and conditions of the natural n atural environment, including levels of pubic conce rn expressed through environmentalism. 9. Which of the following would be considered part of the sociocultural environment condition? A. Income levels. B. Environmental engineering. C. Customer service. D. Demographics. E. Government policies and regulations. 10. Sociocultural conditions in the general environment include __________. A. Philosophy and objectives of the political party or parties running the government, as well as laws and governmental regulations. B. Inflation, income levels, gross domestic product, unemployment, and job outlook. C. Norms, customs, and social values regarding huma n rights; trends in education and related social institutions; and demographic patterns in society. D. Development and availability of technology, including scientific advancements. E. Nature and conditions of the natural n atural environment, including levels of pubic conce rn expressed through environmentalism. Chapter 5: Global Management and Cultural Diversity 1. According to your text, all a ll of the following are included as part of o f Confucian values in Asian cultures EXCEPT: A. Harmony B. Loyalty C. Learning D. Awareness E. Hierarchy 2. The Limited’s supplier and subcontractor relationships are guided by a “What We Stand For” policy designed to ensure _________. A. Ethical operations B. Processing efficiencies C. High profit D. Product quality E. None of the above 3. Thomas takes great strides to be aware of international business news and affairs in an effort to stay informed and up to date on current trends in international business. Thomas is displaying the key qualities of a(n) _________________. A. Entrepreneur B. Global manager C. Corporate hierarchy D. Project manager E. None of the above 4. ACME Manufacturing is considering taking their business internationally. As they consider this epic decision they must consider the reasons for which they would want to pursue an international strategy. Which of the following would be reason s for pursuing international opportunities? A. Profits


B. Customers C. Suppliers D. Labor E. All of the above 5. One reason for pursuing international opportunities is concerned with the notion of economic development, which represents: A. A global firm conducting business in foreign c ountries with direct intent to advance local economic development. B. A global firm operating internationally in order to generate more profit for itself C. A shift in the manner in which businesses compete internationally so that profits are their primary concern D. All of the above E. None of the above 6. There are many forms of international business that firms can pursue. These range in the level of involvement and ownership and include all of the following EXCEPT: A. Global sourcing B. Joint ventures C. Exporting and importing D. Foreign subsidiaries E. Capital divestiture 7. The goal of ______________ is to take advantage of the international wage gaps by sourcing products in countries that can produce them at the lowest costs. A. Exporting B. Importing C. Global sourcing D. Licensing agreement E. None of the above 8. ABC, Inc. is considering launching a joint venture in order to expand ex pand its operations internationally. According to your text, ABC, Inc. should consider which of the following as its evaluative criteria for a joint venture partner: A. Employs a strong local workforce B. Values its customers C. Has potential for future expansion D. Has good profit potential E. All of the above 9. BMW’s Chinese partner Brilliance Automotive Holdings and their new plant boosting production up to 100,000 cars annually is an example of which form of international business: A. Exporting B. Importing C. Foreign subsidiary D. Joint venture E. Global sourcing 10. Trade barriers that limit freedom of trade include all of the following EXCEPT: A. Tariffs B. Nontariff barriers


C. Protectionism D. Most favored nation status Chapter 6: Entrepreneurship and New Ventures 1. Entrepreneurs like Marc Pincus at Zynga Z ynga choose to operate their businesses with which type of culture? A. Command and control B. Fun and creative C. Strict chain of command D. Bureaucracy E. None of the above 2. Being strong in self management means you must _____________. A. have the ability to understand yourself individually B. assess your personal strengths and weaknesses C. exercise initiative D. accept responsibility for accomplishments E. All of the above 3. All of the following are lessons to be learned in achieving self-management for career c areer success EXCEPT: A. There is no substitute for high performance B. Be and stay flexible C. Work twice as many hours as your coworkers D. Figure out what you want to do and then do it, do it, do it. E. Keep the focus 4. Author Steven Covey Cove y offers which of the following as advice for mo ving your forward: A. Be a problem solver B. Get comfortable with teamwork C. Take risks to gain experience and learn new skills D. Seek feedback on your performance E. All of the above 5. Which of the following accurately describes the need for money relative to entrepreneurship? A. A lot of money is needed. B. No money is ever needed, only the idea. C. Many businesses are started with very little money. D. It is never needed. 6. What is the proper age for an entrepreneur to start a business? A. There is no proper age for entrepreneurship. B. Between 25-35 years old. C. Over 45 years old. D. None of the above. 7. ____________ is a unique form of ethical entrepreneurship that seeks novel ways to solve pressing social problems. A. Social Entrepreneurship B. Ethical Imperialism C. Social Entrepreneur D. Skunkworks


E. Intrapreneurs 8. Individuals that pursue innovations that help solve social problems, or at least help make lives better for people who are disadvantaged are referred to as ___________. A. Intrapreneurs B. Social Entrepreneurs C. Classic Entrepreneurs D. Serial Entrepreneurs E. None of the above 9. Organizations operated with “innovative thinking that can transform lives and change the world” are referred to as __________. A. Venture Capitalists B. Social Entrepreneurship C. Intrapreneurship D. Social Enterprises E. Franchise 10. Which of the following traits act to enhan ce entrepreneurship? A. Cunning and guile. B. Creativity and initiative. C. Shrewdness and the ability to lie with a straight face. D. Personality and the ability to spend money lavishly. Chapter 7: Information and Decision Making 1. ____________ involves involv es systematic gathering and processing of data to make it useful as information. A. Management with analytics B. Computer competency C. Information competency D. Business plan E. None of the above 2. When a company is engaged in the systematic gathering and processing of data to make it useful as information they are utilizing: A. Management by objectives B. Computer competency C. Information competency D. Management with analytics E. None of the above 3. ABC, Inc. has been involved in volved in gathering and processing p rocessing data systematically from many of their internal departments. They are utilizing this data in order to make it useful as information. This is an example of: A. Entrepreneurship B. Management with analytics C. Information competency D. Business plan E. None of the above 4. Management with analytics involves systematic gathering and pro cessing of _______ to make it useful as _________.


A. numbers, statistics B. information, information C. statistics, reports D. information, data E. data, information 5. __________ is the ability to understand computers and use them to best advantage. A. Intellectual capital. B. Computer competency. C. Information competency. D. Knowledge management. E. Computer systems support. 6. __________ is the ability to utilize computers and information technology to locate, retrieve, evaluate, organize, and analyze information for decision making. A. Intellectual capital. B. Computer competency. C. Information competency. D. Knowledge management. E. Decision support management. 7. __________ are raw facts and observations. A. Data. B. Information. C. Decisions. D. Perceptions. E. Files. 8. __________ is __________ made useful and meaningful for decision making. A. Information  understandability. B. Timeliness  data. C. Data  information. D. E-commerce  information. E. Information  data. 9. Which of the following is NOT a characteristic of useful information? A. The information is available when needed. B. The information is accurate and reliable. C. The information is complete and sufficient for the task at hand. D. The information is appropriate for the task at h and. E. The information will enable the user to be involved in making decisions d ecisions and increase the likelihood of his/her commitment to those decisions. 10. Useful information meets the test of five criteria. These criteria are ____ ______. A. Timeliness, quantity, completeness, relevance, and understandability. B. Timeliness, quality, completeness, relevance, and u nderstandability. C. Timeliness, quality, completeness, relevance, and acceptance. D. Timeliness, quantity, quality, completeness, and acceptance. E. Timeliness, completeness, relevance, applicability, and acceptance. Chapter 8: Planning Processes and Techniques 1. Prioritization of tasks that you need to get done could include items that:


A. You must do B. You should do C. You might do D. You should not do E. All of the above 2. Prioritization of tasks that you need to get done could include items that are considered: co nsidered: A. Most important B. Important C. Least important D. Not important E. All of the above 3. Time wasters can impact your ability to mana ge your time effectively. According to your text, these time wasters could include: A. Things you can control B. Things you cannot control C. Both A & B D. None of the above 4. Which of the following statements about planning an d controlling is/are accurate? A. Even the best plans will have to be changed at some point due to an uncertain future. B. Managers must be flexible in response to new circumstances. C. Managers must have the discipline to maintain control when performance pressures are unrelenting. D. B and C. E. A, B, and C. 5. Setting objectives and determining how they th ey will be accomplished is the essence of o f the management function of __________. A. Productivity improvement. B. Controlling. C. Leading. D. Organizing. E. Planning. 6. __________ is the process of deciding exactly what one wants to accomplish and how to do it. A. Sales forecasting B. Planning. C. Needs analysis. D. Demand estimation. E. Program development. 7. Performance targets that we have to work extra hard and stretch to reach are __________. A. Stretch goals B. Tactical goals C. Objectives D. Planning E. None of the above 8. Organizations that set ___________ do so knowing these goals will be difficult to reach and require extra hard work. A. Challenge goals


B. Tactical goals C. Objectives D. Stretch goals E. None of the above 9. Stretch goals are performance targets that require __________ and are a(n) _______ to reach. A. Extra money, challenge B. Extra hard work, stretch C. Extra hard work, ease D. Extra money, stretch E. None of the above 10. __________ is the management function that establishes the platform for further managerial efforts. A. Leading. B. Planning. C. Organizing. D. Controlling. E. Directing. Chapter 9: Strategy and Strategic Management 1. Disney’s decision to purchase Marvel Entertainment as a strategic decision for decision for the Disney organization created ________ about the decision. A. widespread agreement B. significant debate C. unanimous disagreement D. poor results E. None of the above 2. Critical thinking skills represent an ability to _____________ information to make good decisions in the many problem and opportunity situations we face. A. gather B. organize C. analyze D. interpret E. All of the above 3. The ability to gather, organize, analyze and interpret information to make good decisions in the many problem and opportunity situations we face defines: A. Critical thinking B. Analytical analysis C. Qualitative analysis D. Quantitative analysis E. None of the above 4. According to your text, a good way to develop critical c ritical thinking skills is through: A. On the job training B. Case studies and problem-solving projects C. Analyzing the mistakes of others D. Constituencies analysis E. None of the above


5. According to the text, the major opportunities for developing competitive advantage have traditionally included all of the following except: A. Cost and quality. B. Knowledge and timing. C. Barriers to entry. D. Financial resources. E. Social progress. 6. A comprehensive plan of o f action that identifies long-term direction for an organization and guides resource utilization utilization to accomplish an organization’s goals with sustainable competitive advantage is known as the __________. A. Operating philosophy. B. Strategy. C. Planning objectives. D. Operating objectives. E. Official objectives. 7. __________ refers to an action focus that links an organization to its environment. A. Objective setting. B. Ecological management. C. Problem-solving. D. Strategy. E. Decision making. 8. Customers and flexibility increasingly drive __________ in contemporary businesses. A. Objective setting. B. Communications. C. Problem solving. D. Strategy. E. Decision making. 9. __________ refers to an organization focusing its energies on a unifying and compelling target. A. Strategic intent. B. The operational plan. C. The functional plan. D. Strategic thinking. E. Managing with sound objectives. 10. A __________ is a plan for using resources consistent with __________. A. Strategy  strategic intent. B. Vision  strategic intent. C. Budget  transformational leadership. D. Strategy  transformational leadership. E. Strategy  visionary leadership. Chapter10: Organization Structures and Designs 1. __________ is letting others make decisions and exercise discretion in their work. A. Planning. B. Organizing C. Empowerment D. Delegation


E. None of the above 2. We don’t empower others because we fear losing ________. A. Control B. Employees C. Trust D. Money E. None of the above 3. Tom is a manager of a department consisting of 25 employees. He chooses to let these employees make decisions and exercise discretion in their work. Tom is utilizing: A. Planning. B. Organizing C. Entrapment D. Empowerment E. None of the above 4. Rachel is contemplating empowerment and how h ow it could assist her in performing all of the responsibilities of her department. It would be wise for Rachel to be aware of the consequence of not using empowerment which is: A. We try to do to much B. Denying others the opportunity to contribute C. Alienating our employees D. Possibly experiencing poor performance E. All of the above 5. __________ is the process of arranging people and other resources to work together to accomplish a goal. A. Planning. B. Organizing C. Controlling. D. Leading. E. Strategizing. 6. Stacey prefers to divide work up into manageable components, arranges resources, and coordinates results to achieve a common purpose within her department.Stacey is practicing __________. A. Leadership. B. Organizing. C. Strategic planning. D. Forecasting. E. Setting objectives. 7. Given a clear mission, core values, objectives and strategy, __________ begins the process of implementation by clarifying jobs and working relationships. A. Planning. B. Controlling. C. Organizing. D. Coordinating. E. Leading. 8. __________ is the system of tasks, workflows, reporting relationships, and communication channels that link together the work of diverse individuals and groups.


A. Job design. B. Management. C. Organization structure. D. Strategy. E. A work plan. 9. Any organization structure should __________ and __________. A. Allocate task assignments through a division of labor  provide for the coordination of performance results. B. Allocate task assignments through a division of labor  provide for the creation of a horizontal organization. C. Allocate organizational resources to important departments  provide for the oversight of less important departments. D. Assign good leaders to the effective work t eams  assign poorer leaders to marginally effective work teams. E. Assign organizational objectives to divisions, departments, and work teams  provide for the coordination of performance results. 10. Which of the following is the most accurate ac curate description regarding the purpose of an organization structure? A. To divide up and coordinate resources and tasks to be done for performance success. B. To identify relationships between suppliers and company buyers. C. To design titles for different types of workers. D. To allocate management authority to department heads. E. To assign daily work tasks to workers. AND MUCH MORE

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Test Bank for Management 11th Edition by Schermerhorn

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