ANSWERS:
1. (True; moderate; p. 4) 2. (False; easy; p. 4)
3. (True; moderate; p. 5) 4. (True; moderate; p. 6) 5. (False; moderate; p. 8) 6. (False; moderate; p. 8) 7. (True; moderate; p. 8) 8. (True; moderate; p. 8) 9. (False; difficult; p. 8) 10. (True; easy; p. 9) 11. (False; easy; p. 9)
12. (False; moderate; p. 9) 13. (False; moderate; p. 10) 14. (True; difficult; p. 10) 15. (False; difficult; p. 10) 16. (True; moderate; p. 10) 17. (True; difficult; p. 11) 18. (True; moderate; p. 11) 19. (False; moderate; p. 11) 20. (False; difficult; p. 12) 21. (True; moderate; p. 12) 22. (False; easy; p. 12)
23. (False; moderate; p. 12) 24. (False; difficult; p. 14) 25. (True; moderate; p. 14) 26. (True; moderate; p. 16) 27. (False; moderate; p. 16) 28. (False; moderate; p. 16) 29. (True; easy; p. 18)
30. (False; moderate; p.18) 31. (d; easy; p. 4)
32. (b; moderate; p. 4) 33. (c; easy; p. 5) 34. (d; easy; p. 4) 35. (b; easy; p. 7) 36. (a; easy; p. 6) 37. (d; easy; p. 7)
38. (b; moderate; p. 6) 39. (d; easy; p. 6)
40. (c; moderate; p. 6) 41. (d; moderate; p. 6) 42. (a; easy; p. 6)
43. (b; moderate; p. 6)
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44. (b; easy; p. 7)
45. (b; moderate; p. 7) 46. (a; moderate; p. 8) 47. (c; moderate; p. 8) 48. (b; difficult; p. 8) 49. (c; difficult; p. 8) 50. (a; moderate; p. 8) 51. (c; moderate; p. 8) 52. (b; difficult; p. 8) 53. (c; difficult; p. 9) 54. (d; moderate; p. 9) 55. (d; moderate; p. 9) 56. (b; moderate; p. 9) 57. (c; difficult; p. 9) 58. (d; difficult; p. 9) 59. (d; moderate; p. 9) 60. (a; moderate; p. 9) 61. (c; moderate; p. 10) 62. (b; easy; p. 10)
63. (c; moderate; p. 12; AACSB: Communication) 64. (a; moderate; p. 11; AACSB: Communication) 65. (c; moderate; p. 11; AACSB: Communication) 66. (b; moderate; p. 11) 67. (a; difficult; p. 12) 68. (a; easy; p. 12)
69. (d; difficult; p.11; AACSB: Communication) 70. (b; difficult; p. 11)
71. (a; difficult; p. 11; AACSB: Communication) 72. (a; moderate; p. 11; AACSB: Communication) 73. (a; difficult; p. 12) 74. (b; moderate; p. 12) 75. (d; moderate; p. 12) 76. (c; moderate; p. 12) 77. (a; easy; p. 12)
78. (d; moderate; p. 12) 79. (b; easy; p. 12) 80. (c; difficult; p. 12) 81. (a; easy; p. 12) 82. (b; difficult; p. 12) 83. (d; moderate; p. 12) 84. (d; moderate; p. 12)
85. (c; moderate; 12; AACSB: Communication) 86. (b; easy; p. 12) 87. (c; easy; p. 14) 88. (c; easy; p. 14)
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89. (c; moderate; p. 18) 90. (d; moderate; p. 18) 91. (c; moderate; p. 18) 92. (c; difficult; p. 18) 93. (d; moderate; p. 17) 94. (c; moderate; p. 19) 95. (a; difficult; p. 19) 96. (b; difficult; p.20) 97. (d; moderate; p. 20) 98. (b; easy; p. 21)
99. (a; moderate; p. 21) 100. (d; easy; p. 21)
101. (c; moderate; p. 22) 102. (c; moderate; p. 22) 103. (d; moderate; p. 21) 104. (b; moderate; p. 21) 105. (c; easy; p. 18) 106. (b; moderate; p. 5) 107. (d; moderate; p. 6) 108. (c; moderate; p. 5) 109. (c; moderate; p. 5) 110. (d; easy; p. 6)
111. (b; moderate; p. 6) 112. (a; moderate; p. 7) 113. (b; easy; p. 7) 114. (a; easy; p. 8) 115. (d; moderate; p. 8) 116. (b; moderate; p. 8) 117. (d; moderate; p. 8) 118. (d; moderate; p. 9) 119. (c; moderate; p. 9) 120. (a; moderate; p. 9) 121. (b; moderate; p. 9) 122. (c; easy; p. 10) 123. (d; difficult; p. 11) 124. (a; difficult; p. 11)
125. (d; difficult; p. 11; AACSB: Communication) 126. (c; moderate; p. 11) 127. (d; difficult; p. 11) 128. (b; moderate; p. 11)
129. (a; moderate; p. 11; AACSB: Communication) 130. (b; difficult; p. 11; AACSB: Technology) 131. (c; moderate; p. 11; AACSB: Technology) 132. (a; moderate; p. 11; AACSB: Technology)
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133. Answer
Managers used to be defined as the organizational members who told others what to do and how to do it. In the past, it was easy to differentiate managers from nonmanagerial employees. Nonmanagers were organizational members who worked directly on a job or task and had no one reporting to them. Managers were those who supervised other employees.
Today, the changing nature of organizations and work has blurred the distinction between managers and nonmanagerial employees. Many traditional nonmanagerial jobs now include managerial activities. For example, managerial responsibilities are shared by managers and team members at General Cable Corporation’s facility in Moose Jaw, Saskatchewan, Canada. Most of the employees at Moose Jaw are cross-trained and multi-skilled. Within a single shift, an employee can be a team leader, equipment operator, maintenance technician, quality inspector, or improvement planner. (easy; pp. 4-5)
134. Answer
a. Similarities—In today’s work force, both managers and nonmanagers may at times have responsibility for certain managerial activities. In addition, like nonmanagerial employees, managers may carry out some duties that do not involve supervising others.
b. Differences—A nonmanager’s job tends to be focused on personal achievement. By contrast, a manager’s job is not about personal achievement but rather helping others to do their work. In addition, nonmanagers focus primarily on accomplishing specific tasks. Managers may have their own tasks to accomplish, but they also focus on coordinating the work of others.
(easy; pp. 4-5)
135. Answer
c. First-line managers are the lowest level of management and manage the work of nonmanagerial individuals who are directly involved with the production or creation of the organization’s products. First-line managers are often called supervisors, but may also be called line managers, office managers, or even foremen.
d. Middle managers include all levels of management between the first-line level and the top level of the organization. These managers manage the work of first-line managers and may have titles such as department head, project leader, plant manager, or division manager.
e. Top managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. These individuals typically have titles such as executive vice president, president, managing director, chief operating officer, chief executive officer, or chairman of the board.
(easy; pp. 6-7)
136. Answer
f. Efficiency refers to getting the most output from the least amount of inputs. Because managers deal with scarce inputs—including resources such as people, money, and equipment—they are concerned with the efficient use of resources. For instance, at the HON Company plant in Cedartown, Georgia, where employees make and assemble steel and wooden office furniture, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasing the amount of time to manufacture products, and lowering product reject rates.
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From this perspective, efficiency is often referred to as “doing things right”—that is, not wasting resources.
g. Effectiveness is often described as “doing the right things”—that is, those work activities that will help the organization reach its goals. For instance, at the HON factory, goals included meeting customers’ increasingly stringent needs, executing world-class manufacturing strategies, and making employee jobs easier and safer. Through various work methods and programs, these goals were pursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.
(moderate; pp. 7-8)
137. Answer
h. Planning—involves the process of defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.
i. Organizing—involves the process of determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
j. Leading—when managers motivate subordinates, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues, they are leading.
k. Controlling—to ensure that work is proceeding as it should, managers must monitor and evaluate performance. The process of monitoring, comparing, and correcting is what is meant by the controlling function.
(moderate; pp. 8-9)
138. Answer
Interpersonal Roles l. Figurehead—symbolic head; obliged to perform a number of routine duties of a legal or social nature. Examples include greeting visitors and signing legal documents.
m. Leader—responsible for the motivation and activation of subordinates; responsible for staffing, training, and associated duties. Examples include performing virtually all activities that involve subordinates.
n. Liaison—maintains self-developed network of outside contacts and informers who provide favors and information. Examples include acknowledging mail, doing external board work, and performing other activities that involve outsiders.
Informational Roles a. Monitor—seeks and receives wide variety of internal and external information to develop thorough understanding of organization and environment. Examples include reading periodicals and reports, and maintaining personal contacts.
b. Disseminator—transmits information received from outsiders or from subordinates to members of the organization. Examples include holding informational meetings and making phone calls to relay information.
c. Spokesperson—transmits information to outsiders on organization’s plans, policies, actions, results, and so on. Examples include holding board meetings and giving information to the media.
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